In 2025/26 the amount budgeted for gross expenditure for police services in London was approximately **** billion British pounds. As can be seen, the budget for London's police decreased by *** million GBP from **** billion GBP in 2012/13 to **** billion GBP in 2013/14. It remained around this figure in 2017/18, but increased slightly to **** billion in 2018/19, and more substantially in 2019/20 to **** billion British pounds.

Public spending on the police service in the United Kingdom rose to 28.8 billion British pounds in 2024/25, the highest amount spent during the provided time period. Between 2010/11 and 2013/14 the amount of public money spent on the police fell from 18.6 billion pounds to just 16.4 billion pounds, due to the austerity policies followed by the UK government at the time.

The budget summary of the Taoyuan City Government Police Department includes the budget for expenditures and revenues from 2012 to 2016 and a summary of affiliated agencies.

In the fiscal year of 2020, the New York City Police Department had an operating budget of *** billion U.S. dollars. This is considerably higher than the second-highest, the Los Angeles Police Department, whose operating budget was **** billion U.S. dollars in the same year.

Provide the budget tables for Taoyuan City Government Police Bureau for the years 2011-2016.

New Taipei City Government Police Department-Each Annual Budget.

This dataset includes a line-by-line breakdown of the Toronto Police Service’s approved budget and actual expenditures at a Service-wide level. Approved budget and actual expenditures are defined as follows: Approved Budget: Operating funding approved by the Toronto Police Services Board and City Council for a specific fiscal year. Actual Expenditures: Operating expenses incurred by the Toronto Police Service during a fiscal year.

This dataset provides the Gross Operating Budget incurred by the Toronto Police Service. The Gross Operating Budget refers to the expected expenses for the year. This dataset also includes calculated differences for the Percent (%) Change and Absolute Change from the previous year. This dataset also includes the percentage distribution among the command levels as well as the account features. Download the ASR Documentation. General Qualifiers Age calculated from date of occurrence Filtered by reported year Victims only for CCJS Level 1 = ‘Crimes Against the Person’ and where the victim name is not null No Specified Address (NSA) includes any occurrences reported outside the City of Toronto limits or those that have no verified location

Please provide the Taoyuan City Government Police Department's 101-105 criminal police brigade budget table.

London's Metropolitan Police is by far the largest police force in the United Kingdom with 34,315 officers in 2024. At 16,356 officers, the Scottish police force has the second-largest force in terms of officer numbers, followed by Greater Manchester police force, which had 8,141 officers that year. Although the Metropolitan Police are responsible for policing most of Greater London, the City of London Police force covers the historic center of London, which is around one square mile in size, and numbered 995 officers in 2024. Crime in the UK In 2023/24 there were approximately 6.66 million crimes recorded by the police in England and Wales, compared with 6.74 million in 2022/23, which was the highest number of crimes recorded in a reporting year since 2002/03. Although crime declined from the mid-2000s to the mid-2010s, there has been a noticeable increase in crimes from 2014/15 onwards. In terms of the crime rate, England and Wales had the highest in the United Kingdom, at 89.7 offences per one thousand people, compared with 55 in Scotland, and 52.3 in Northern Ireland. Cuts to policing reversed in recent years Between 2010 and 2017, the number of police officers in the UK fell from 172,000 officers to just 150,000. During this same period, the London Metropolitan Police saw officer numbers decline by around 2,000 officers. The fall in police personnel was a result of UK-wide funding cuts, during this time period, with police expenditure falling from 19.3 billion in 2009/10 to 16.35 billion by 2013/14. This policy has since been reversed, with the last UK government recruiting officers and generally spending more on the police service. As of 2024, there were 170,500 police officers in the UK, and government expenditure on the police service was 27.3 billion British pounds.

Provide the budget table for the 101-105 fiscal years of the Luzhu Branch of the Taoyuan City Government Police Department.

Data is collected because of public interest in how the City’s budget is being spent on salary and overtime pay for all municipal employees. Data is input into the City's Personnel Management System (“PMS”) by the respective user Agencies. Each record represents the following statistics for every city employee: Agency, Last Name, First Name, Middle Initial, Agency Start Date, Work Location Borough, Job Title Description, Leave Status as of the close of the FY (June 30th), Base Salary, Pay Basis, Regular Hours Paid, Regular Gross Paid, Overtime Hours worked, Total Overtime Paid, and Total Other Compensation (i.e. lump sum and/or retro payments). This data can be used to analyze how the City's financial resources are allocated and how much of the City's budget is being devoted to overtime. The reader of this data should be aware that increments of salary increases received over the course of any one fiscal year will not be reflected. All that is captured, is the employee's final base and gross salary at the end of the fiscal year. In very limited cases, a check replacement and subsequent refund may reflect both the original check as well as the re-issued check in employee pay totals.

NOTE 1: To further improve the visibility into the number of employee OT hours worked, beginning with the FY 2023 report, an updated methodology will be used which will eliminate redundant reporting of OT hours in some specific instances. In the previous calculation, hours associated with both overtime pay as well as an accompanying overtime “companion code” pay were included in the employee total even though they represented pay for the same period of time. With the updated methodology, the dollars shown on the Open Data site will continue to be inclusive of both types of overtime, but the OT hours will now reflect a singular block of time, which will result in a more representative total of employee OT hours worked. The updated methodology will primarily impact the OT hours associated with City employees in uniformed civil service titles. The updated methodology will be applied to the Open Data posting for Fiscal Year 2023 and cannot be applied to prior postings and, as a result, the reader of this data should not compare OT hours prior to the 2023 report against OT hours published starting Fiscal Year 2023. The reader of this data may continue to compare OT dollars across all published Fiscal Years on Open Data.
NOTE 2: As a part of FISA-OPA’s routine process for reviewing and releasing Citywide Payroll Data, data for some agencies (specifically NYC Police Department (NYPD) and the District Attorneys’ Offices (Manhattan, Kings, Queens, Richmond, Bronx, and Special Narcotics)) have been redacted since they are exempt from disclosure pursuant to the Freedom of Information Law, POL § 87(2)(f), on the ground that disclosure of the information could endanger the life and safety of the public servants listed thereon. They are further exempt from disclosure pursuant to POL § 87(2)(e)(iii), on the ground that any release of the information would identify confidential sources or disclose confidential information relating to a criminal investigation, and POL § 87(2)(e)(iv), on the ground that disclosure would reveal non-routine criminal investigative techniques or procedures. Some of these redactions will appear as XXX in the name columns.

Police Fleet Telematics Market Outlook

According to our latest research, the global police fleet telematics market size has reached USD 2.17 billion in 2024. The market is exhibiting robust momentum and is forecasted to grow at a CAGR of 9.2% from 2025 to 2033, reaching an estimated USD 4.87 billion by 2033. This strong growth trajectory is primarily driven by the increasing need for real-time data analytics, improved operational efficiency, and growing emphasis on officer safety and accountability within law enforcement agencies worldwide.

The expansion of the police fleet telematics market is being propelled by the rapid adoption of advanced telematics systems in law enforcement vehicles. Agencies are increasingly recognizing the value of telematics for enhancing situational awareness, streamlining dispatch operations, and improving overall fleet management. The integration of GPS tracking, vehicle diagnostics, and communication systems enables real-time monitoring and coordination, which is vital for timely response and efficient resource allocation. Additionally, the proliferation of smart city initiatives and the growing complexity of urban environments are pushing police departments to adopt telematics solutions that can provide actionable insights and facilitate data-driven decision-making. The market is also witnessing increased investments in R&D, leading to the development of more sophisticated telematics platforms tailored specifically for public safety applications.

Another significant growth factor for the police fleet telematics market is the rising focus on officer safety and accountability. Modern telematics systems are equipped with features such as driver behavior monitoring, automatic incident reporting, and real-time video feeds, which not only help in reducing response times but also in documenting critical incidents for legal and training purposes. These capabilities are becoming increasingly important as law enforcement agencies face heightened scrutiny and demand for transparency from the public. The ability to track and analyze driving patterns, vehicle usage, and adherence to protocols helps agencies improve training programs, reduce liability risks, and foster a culture of accountability. Furthermore, the integration of telematics with body-worn cameras and other digital evidence management systems is creating a comprehensive ecosystem for public safety operations.

The market is also benefitting from favorable government policies and funding initiatives aimed at modernizing public safety infrastructure. Many countries are allocating significant budgets to upgrade their police fleets with advanced telematics and communication technologies. This trend is particularly pronounced in developed regions such as North America and Europe, where digital transformation in law enforcement is a key strategic priority. Moreover, the emergence of cloud-based telematics solutions is lowering the barriers to entry for smaller agencies and municipalities, enabling them to leverage the benefits of advanced fleet management without the need for substantial upfront investments in IT infrastructure. As a result, the adoption of telematics is spreading beyond large metropolitan police departments to include smaller municipalities, highway patrol units, and specialized law enforcement agencies.

From a regional perspective, North America continues to dominate the police fleet telematics market, accounting for the largest share of global revenues in 2024. The region's leadership is underpinned by high levels of technology adoption, strong government support, and the presence of leading telematics solution providers. Europe is also witnessing significant growth, driven by regulatory mandates for fleet safety and the increasing prevalence of smart policing initiatives. Meanwhile, the Asia Pacific region is emerging as a fast-growing market, fueled by rapid urbanization, increasing investments in public safety, and the adoption of digital technologies by law enforcement agencies. Latin America and the Middle East & Africa are expected to experience steady growth as local governments prioritize modernization of their police fleets.

Component Analysis

The police fleet telematics market is segmented by component into hardware, software, and services, each playing a critical role in the ecosystem. Hardware forms the backbone of telematics syst

This dataset includes recommended positions and salaries for 2025 by title (without names) and salary. The dataset is excerpted from the 2025 Budget Recommendations, which is the line-item budget proposed by the Mayor to the City Council for approval. Disclaimer: the “Total Budgeted Unit” column displays either A) the number of employees AND vacancies associated with a given position, or B) the number of budgeted units (ie. hours/months) for that position. “Position Control” determines whether Total Budgeted Units column will count employees and vacancies or hours/months. If a Position Control is 1, then employees and vacancies are displayed; if a Position Control is 0, then the total number of hours/months recorded is displayed.

This dataset follows the format of the equivalent datasets from past years except that Division Code, Section Code, Subsection Code, and Position Control have changed from Number to Text (not all in the same year) in order to accommodate non-numeric values.

For more information about the budget process, visit the Budget Documents page: https://www.chicago.gov/city/en/depts/obm/provdrs/budget.html.

This dataset is in response to a Council Budget Question from Council Member Tovo (Request Number 60): Please provide the line item FY 2020-21 Proposed Budget for the Austin Police Department?

Yearly average City, Transit, and Housing uniform headcount updated yearly with the Mayor's Message.

Battery-Electric Police Command Van Market Outlook

According to our latest research, the Global Battery-Electric Police Command Van market size was valued at $1.2 billion in 2024 and is projected to reach $5.8 billion by 2033, expanding at a CAGR of 19.2% during 2024–2033. The rapid shift toward electrification in public safety fleets, coupled with stringent emissions regulations and increasing urbanization, stands as a significant factor propelling the global adoption of battery-electric police command vans. These vehicles offer enhanced operational efficiency, lower lifecycle costs, and reduced environmental impact, making them a vital solution for modern law enforcement and emergency response agencies. The integration of advanced telematics, real-time surveillance systems, and sustainable mobility solutions further accelerates the transition from traditional fuel-based command vans to battery-electric alternatives, positioning the market for robust growth over the forecast period.

Regional Outlook

North America currently dominates the Battery-Electric Police Command Van market, holding the largest share of the global revenue in 2024. This leadership is attributed to the region’s mature automotive ecosystem, early adoption of electric vehicle (EV) technologies, and robust investments in public safety modernization. The United States, in particular, has witnessed significant deployment of electric command vans across metropolitan police departments, driven by favorable government incentives, aggressive decarbonization targets, and advanced charging infrastructure. The presence of leading EV manufacturers and technology providers further strengthens regional growth. Additionally, local and federal policy frameworks supporting zero-emission vehicle procurement have catalyzed market expansion, making North America a benchmark for innovation and deployment in the sector.

Asia Pacific emerges as the fastest-growing region in the Battery-Electric Police Command Van market, projected to record a remarkable CAGR of 23.5% through 2033. Rapid urbanization, increasing public safety budgets, and ambitious government-led electrification programs in countries like China, Japan, and South Korea are key growth drivers. The region benefits from a burgeoning EV manufacturing base, cost-effective battery production, and strategic investments in smart city infrastructure. Major cities are piloting electric command vans for urban policing and emergency response, supported by collaborations between local governments and global automotive OEMs. The accelerating shift toward sustainable mobility, combined with rising concerns over urban air quality, is expected to propel Asia Pacific’s market share significantly during the forecast period.

Emerging economies in Latin America, the Middle East, and Africa present a mixed landscape for the Battery-Electric Police Command Van market. While adoption rates remain modest due to infrastructural constraints and limited budget allocations, there is growing interest in leveraging electric command vans for specialized applications such as disaster management and border security. Localized demand is influenced by urbanization trends and international support for green mobility projects. However, challenges such as inadequate charging infrastructure, high upfront costs, and limited policy incentives have slowed widespread adoption. Despite these hurdles, pilot projects and regional partnerships are gradually paving the way for future market penetration, particularly as global manufacturers seek to expand their footprint in these high-potential, yet under-served, regions.

Report Scope

This dataset is a listing of all current City of Chicago employees, complete with full names, departments, positions, and annual salaries. For hourly employees the annual salary is estimated. Data Owner: Human Resources. Frequency: Data is updated quarterly. For information on the positions and related salaries detailed in the budget as of January 1, 2013, visit the "Budget - 2013 Budget Ordinance - Positions and Salaries" dataset: https://data.cityofchicago.org/d/78az-bt2s.

The 2026 draft budget is broken down by Committee, department and service areas as described in the Table of City Services and Standing Committee reporting structure. With direction from Council, the budget is drafted and tabled for review by each Standing Committee and adopted by Council. Aside from the draft budget considered by Committees, there are four external boards who debate their budget separately. These budgets are represented in the overviews but are not broken down by committee or included in the rates, fees and charges reports. For more information on these budgets please visit the agenda for the budget tabling meeting.Committee of Adjustment Ottawa Police Services Ottawa Public Health Ottawa Public LibraryFor complete details on the budget visit the Budget, finance and corporate planning page.Date Created: November 14th, 2026Update Frequency: As required.Accuracy, Completeness, and Known Issues: If at any point in time the figures found in this tool differ from the draft budget books or presentations at Committee, the draft budget books will be considered the accurate data.Attributes:1_Operating_overview_expenditure1_Operating_overview_revenueAll City programs and services are funded through the City’s operating budget, which supports the dependable delivery of services that residents rely on every day.2_Capital_program_by_committee2_Capital_program_by_funding_src2_Capital_program_by_service_categoryCity infrastructure and assets are funded through the capital budget. Most of that funding goes to maintaining and fixing existing infrastructure as described in the Comprehensive Asset Management analysis. As funding allows, the City continues to fund growth, build new infrastructure and invest in the future.3_Reserve_fund_DiscretionaryreservesReserve funds are monies set aside to fund capital expenditures, similar to having personal savings accounts for future needs. They are also used to manage unexpected expenses and to support the City’s finances for the long-term.4_Rates_fees_and_chargesRates are utility charges dependant on usage for water consumption and sewer surcharges that are found on residents' water bills.Fees are charged to users of many City services to cover part or all of the costs of providing the service. Examples of where fees are applied include transit fares, recreation program fees, planning applications and childcare fees. Development charges are one-time fees levied by municipalities on new residential and non-residential properties to help pay for a portion of the growth-related capital infrastructure requirements.5_Exp_brkd_by_cttee_OP_CAThe draft budget is broken down by Committee, department and service areas as described in the Table of City Services and Standing Committee reporting structure. Each Committee is responsible for a specific portion of the operating and capital budget. Each Committee hears from Community delegations and debates the items assigned to them. Councillors can ask for amendments to each section of the budget and then all sections of the budget are brought back to Council for final a vote on adoption.6_ How_the_city_comparesSee how the City’s taxation compares to other major Canadian cities.Data Steward: Nouny Munelith – Program Manager, Planning and BudgetingData Steward Email: fcsdposting@ottawa.caDepartment or Agency: Finance and Corporate Services DepartmentBranch/Unit: Financial Strategies, Planning and Client Services

The draft budget tool provides an interactive overview of some of the key components found in the draft budget. If at any point in time the figures found in this tool differ from the draft budget books or presentations at Committee, the draft budget books will be considered the accurate data. The draft budget is broken down by Committee, department and service areas as described in the Table of City Services and Standing Committee reporting structure. With direction from Council, the budget is drafted and tabled for review by each Standing Committee and adopted by Council. Aside from the draft budget considered by Committees, there are four external boards who debate their budget separately. These budgets are represented in the overviews but are not broken down by committee or included in the rates, fees and charges reports. For more information on these budgets please visit the agenda for the budget tabling meeting. Committee of Adjustment Ottawa Police Services Ottawa Public Health Ottawa Public Library For complete details on the budget visit the Budget, finance and corporate planning page.Date Created: November 8th, 2023Update Frequency: As required.Accuracy, Completeness, and Known Issues: If at any point in time the figures found in this tool differ from the draft budget books or presentations at Committee, the draft budget books will be considered the accurate data.Attributes:All City programs and services are funded through the City’s operating budget, which supports the dependable delivery of services that residents rely on every day.1_Operating_overview_expenditure1_Operating_overview_revenueCity infrastructure and assets are funded through the capital budget. Most of that funding goes to maintaining and fixing existing infrastructure as described in the Comprehensive Asset Management analysis. As funding allows, the City continues to fund growth, build new infrastructure and invest in the future. 2_Capital_program_by_committee2_Capital_program_by_funding_src2_Capital_program_by_service_categoryReserve funds are monies set aside to fund capital expenditures, similar to having personal savings accounts for future needs. They are also used to manage unexpected expenses and to support the City’s finances for the long-term.3_Reserve_fund_DiscretionaryreservesRates are utility charges dependant on usage for water consumption and sewer surcharges that are found on residents' water bills. Fees are charged to users of many City services to cover part or all of the costs of providing the service. Examples of where fees are applied include transit fares, recreation program fees, planning applications and childcare fees. Development charges are one-time fees levied by municipalities on new residential and non-residential properties to help pay for a portion of the growth-related capital infrastructure requirements.4_Rates_fees_and_chargesThe draft budget is broken down by Committee, department and service areas as described in the Table of City Services and Standing Committee reporting structure. Each Committee is responsible for a specific portion of the operating and capital budget. Each Committee hears from Community delegations and debates the items assigned to them. Councillors can ask for amendments to each section of the budget and then all sections of the budget are brought back to Council for final a vote on adoption.5_Exp_brkd_by_committee_OPERATING5_Exp_brkd_by_committee_CAPITALData Steward: Suzanne Schnob – Financial Services ManagerData Steward Email: fcsdposting@ottawa.caDepartment or Agency: Finance and Corporate Services DepartmentBranch/Unit: Financial Strategies, Planning and Client Services