edmonton police service multi year staffing plan

8/10/2019 Edmonton Police Service Multi Year Staffing Plan

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Attachment 1

Edmonton Police Service Multi Year Staffing Plan 2015-2019


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Strategic staffing delivers the resource

needs for operational goals and for

breakthrough results in a complex and

evolving environment .

MultiYear

StaffingPlan

2015-2019


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Table of Contents

Executive Summary ....................................................................................................................................... 3

1. Introduction .......................................................................................................................................... 6

2. Background ........................................................................................................................................... 6

2.1 Strategic Alignment....................................................................................................................... 6

2.2 Integration with Planning Cycle .................................................................................................... 6

3. Development of the Plan ...................................................................................................................... 6

3.1 Considerations .............................................................................................................................. 7

3.1.1 Human Resources Recruitment and Training Capabilities .................................................... 7

3.1.2 Staff to Population Ratios ..................................................................................................... 83.1.3 Managing Patrol Performance and Patrol Span of Control .................................................. 9

3.1.4 Identified Needs .................................................................................................................. 10

3.1.5 Growth of the City ............................................................................................................... 10

3.2 Operating Impacts of CapitalNorth West Campus ................................................................... 11

3.3 Other Operating Impacts of Capital Projects .............................................................................. 12

4. Conclusion ........................................................................................................................................... 12

Appendix 1 - EPS Strategy Map ................................................................................................................... 14

Appendix 2Edmonton Police Service Resource Types ............................................................................ 15

Appendix 3Managing Patrol Performance (MPP) Model & Methodology ............................................. 16


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Executive Summary

This document outlines the Edmonton Police Service staffing needs for the next five years, from

2015 to 2019. Over this timespan, the Edmonton Police Commission is recommending a total

increase of 400 positions to the staffing levels of the Edmonton Police Service. If approved by CityCouncil, this would increase the Edmonton Police Servicesauthorized establishment from 2,251

staff members to 2,651. Note that 64 externally funded positions are excluded from the total.

Approximately half of Edmonton Police Service employees are focused on receiving and responding

to calls for service from citizens. To determine the service standards for this fundamental function,

the Edmonton Police Service uses the Geographic Deployment Model and its associated program,

Managing Patrol Performance. Implemented in 2006, the Geographic Deployment Model

incorporates four Edmonton Police Commission approved service standards:

1.

Seven (7) minute response time to priority one calls, 80% of the time,2. A 25% allocation for directed activities1which focus on strategic community based prevention,

intervention and enforcement activities,

3. Fielding two man cars 40% of the time, and

4. Having at least one unit available in each Division to respond to immediate emergency calls.

The Managing Patrol Performance program also incorporates factors such as call volumes and time

spent on calls, and was updated in 2014 to include population and demographic indicators. The

updated model was then used to forecast the patrol constable requirements through to 2017. Given

these factors and the standards to be achieved, the Edmonton Police Service would require 157

additional patrol constables by 2017. Of the identified additional positions, a shortage of 93 exists in

2014.

In addition to the Geographic Deployment Model, the Edmonton Police Service recognizes that an

appropriate supervisory span of control is essential to ensure optimum operational efficiency and

communication. Research indicates that the optimum standard for supervisory span of controlthe

number of police officers reporting to a supervisorshould be set at 1 sergeant for every 9

constables. To achieve this standard for the 157 new positions mentioned above, seventeen (17)

additional sergeants would be required.

In order to test the reasonableness of staffing requirements at a high level, the Edmonton Police

Service references the annual Police Resources in Canada report from Statistics Canada. In 2013, the

national average for the ratio of sworn police officers to 100,000 population ratio was reported as

197. Civilian, or non-sworn members that are employed by police services for support services,

professional/technical and administrative duties were reported at a ratio of 1 civilian for every 2.5

1Directed Activities: Patrol shift work that is dedicated to activities that are either assigned or self-initiated to

members that are prevention, intervention or suppression based.


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sworn members. Therefore, the national average for the ratio of combined sworn and civilian staff

members to 100,000 in population is 276.

In comparison, the Edmonton Police Service currently has a ratio of 186 sworn members per 100,000

population; 11 members below the national average as reported by Statistics Canada. The EdmontonPolice Service has a ratio of 256 combined sworn and civilian staff members per 100,000 population;

20 below the national average. To meet the national average, in 2014, the Edmonton Police Service

would require 180 more positions. This comparison simply serves to inform the discussion around

the optimum staffing levels for the City of Edmonton.

Integral to the consideration of the required growth of the Edmonton Police Service is the Edmonton

context or story. The extraordinary physical and population growth of Edmonton was a key

consideration as this plan was being prepared. The population has grown by 60,000 over the past

two years alone, with projections that the pace of growth will continue to lead Canadas major cities.

Looking beyond the numbers to understand the Edmonton situation is equally important. As thecentral core of a large metropolitan region, the City of Edmonton houses multiple social service

agencies, and provides services for the majority of the homeless, mentally ill and disenfranchised

citizens in the region. This population consumes a significant amount of police resources every day.

Edmonton comprises 70% of the regions population, but is home to 87% of its low income citizens. It

also contains 93% of the regions low income housing, and accounts for 90% of the overall regional

police expenditure. Simply put, Edmonton is doing more than its fair share to support and police the

greater metro region.

In addition to the significant population growth and Edmontons role as a regional hub, the city itselfis evolving into a vibrant, active, bustling metropolis. Nowhere is that more apparent than in

downtown Edmonton. The development of downtown Edmonton with new businesses, residences,

and attractions will not just replace existing facilities and events; it will take Edmonton to a new level

of activity. However, that vibrancy and activity will also generate the need for additional police

resources to ensure that downtown remains a safe and comfortable place for Edmontonians and

visitors alike. Anytime you have a concentration of attractions and events that bring large numbers

of people into a relatively small area it pays to be prepared and to have sufficient resources to keep

the peace.

Hence, the staffing plan also addresses the rapidly evolving policing needs of the Citys revitalizeddowntown. The Edmonton Police Commission has included a request for Council consideration of 40

additional staff in the Edmonton Police Service 2015 proposed Operating Budget. It is important to

note that not all these officers would be deployed at any one time or for any one event, but would

provide sufficient resources to allow for appropriate ongoing coverage as downtown activity grows.

In addition to the staffing implications from the Geographic Deployment Model, the increases

required to maintain an appropriate span of control, and the need to provide sufficient resources for


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a growing City, the decisions of other orders of government can significantly impact the workload of

the Edmonton Police Service. For example, the recent R. v. Spencer Supreme Court decision changed

the rules regarding access to internet and cell phone subscriber information. Rather than taking

fewer than 15 minutes to make a Law Enforcement Request to an internet service provider, the

Edmonton Police Service is now spending three to ten hours putting together a Production Order orSearch Warrant to obtain that same information. As thousands of these Law Enforcement Requests

are made every year, time consumption has increased exponentially. This is just one example of how

changes not in our control effect the utilization of Edmonton Police Service resources.

In summary, to meet the policing needs of a growing city, the EPC recommends that Council fund

400 new positions over the next five years. The Edmonton Police Service is confident it can recruit

and hire to meet the target of 400 more staff over the five years, through its scheduled recruit class

program, its ability to run extra classes as needed, and the recruitment of experienced officers.

In the 2015 Operating Budget, 98 positions will be requested at an annualized cost of $15.4 million.Fourteen (14) of the 98 positions are funded and the remainder will be requesting funding from

Council. The table below outlines the positions Edmonton Police Service will be seeking over the

next five years.

Table 1: Edmonton Police Commission Recommended Five Year EPS Resource Increase

Description Resources Required Cumulative

TotalSworn Non-Sworn

GDM Patrol Constables 157

GDM Sergeants 17 174Meet Investigative and Operational Support workloadChild

Protection, Communications, Canine, etc.

15 189

North West Division and Campus 49 11 249

Operating Impacts of Capital 3 251

New Service Needs:

Downtown Edmonton Revitalization 40 291

2016 - Patrol Traffic, training, etc. 37 328

Non-sworn staff increase as required to meet national average 72 400

Total 314 86 400

On an annual basis, this increase is phased in as follows:

Table 2: 2015-2019 Edmonton Police Commission Staffing Recommendation by Year

2015 2016 2017 2018 2019 Total

Total Requests 98 120 71 59 52 400

Staff to 100,000 population ratio (est.) 259 263 262 260 258


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1. Introduction

The purpose of this plan is to outline the staffing needs required to achieve the goals of the Edmonton

Police Service over the next five years (2015-2019).

2. Background

2.1 Strategic Alignment

The Edmonton Police Service strategy has been aligned with the City of Edmontons Strategic Plan -

The Way Ahead and the Strategic Directions of the Law Enforcement Framework for the Province

of Alberta. This information has also been captured and integrated within the EPS Strategic

Objective under What We Require (see Appendix 1).

2.2 Integration with Planning Cycle

The EPS has integrated a continuous review and improvement exercise in coordination with the

operating budget to determine the optimum use of existing resources to address new needs.

Critical resource requirements are addressed expediently through these exercises.

Results based budgeting, combined with assessments based on risk and value, examines internal

operations and allows the EPS to align service needs and community expectations. Each year, over

83% of the EPS annual operating budget is spent on personnel staffing increases and managing

growth.

The EPS has been conducting these on-going internal resource re-allocation exercises annually ($3.0

million in 2012; $6.7 million in 2013; $4 million in 2014). This practise continues through the course

of the year to ensure that resources are aligned with our strategies and priorities .

3. Development of the Plan

Our plan was developed utilizing the following information:

1. Areas of the EPS were requested to assess and provide updates to their staffing needs;

2. Principles of the Geographic Deployment Model (GDM) and the related Managing Patrol

Performance (MPP) statistical program were used to update the requirements to meet the

calls for service and workload in patrol response divisions. Patrol divisions make up

approximately half of the total workforce of the EPS;


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3. Span of control2for the patrol function was kept at 1 sergeant for every 9 constables. The

current level of 1 to 15 has increased steadily from 2006 and requires adjustment to the

current standard to provide an appropriate level of supervision and mentorship;

4. Span of control for other areas of the EPS is a standard of 1 supervisor to 10 employees with

some exceptions based on the function of the area; and

5. The Canadian Centre for Justice Statistics Police Resources in Canada 2013 report was

utilized to determine comparable staff to population ratios for discussion purposes.

Resource needs are considered based on many factors. Appendix 2 provides additional information on

these factors. The next sections will document the various results of using this information.

3.1 Considerations

3.1.1 Human Resources Recruitment and Training Capabilities

Existing training capacity is based on three classes annually of 40 per class (120 yearly) and oneexperienced officer class each year. The current staffing complement is sufficient to maintain

this schedule.

Considering the recommended 400 positions for the next five years and assuming 71% of these

positions will be sworn, there will be a need to hire and train approximately 284sworn

membersover and above projected attrition of 355. To meet the hiring targets, additional

classes of new recruits and experienced officers can be added as required.

For non-sworn staff, Human Resources would be capable of recruiting additional growth needs

within the current complement of staff. Based on the 2013 national average of non-sworn staff

to sworn police members of 29%, when sworn police members are added for growth a

proportionate number of non-sworn staff should be added as well.

Table 3Capacity of EPS Recruit Training and Expected Attrition

2015 2016 2017 2018 2019 Total

Planned Classes3 120 120 120 120 120 600

Additional Classes4 10 10 10 10 40

Total Classes 130 130 130 130 120 640

Less Attrition5 (75) (77) (75) (64) (64) (355)

Surplus Capacity for Growth 55 53 55 66 56 285

2Span of Control refers to the number of staff a direct supervisor has under their responsibility. When dealing

with highly complex functions and a more junior staff, the need for a more hands on supervisor is increased.3Planned Classes do not include additional resources that may be hired as experienced officers.

4Additional Classes of new recruits or experienced officers

5Internal memo EPS Recruiting and Attrition of Sworn Members, 2014-2018, Feb. 24, 2014.


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3.1.2 Staff to Population Ratios

The EPS utilizes information contained in the Police Resources in Canada 2013 report to assist in

determining needed resources. This report states that the national average for police (sworn

member) to 100,000 population ratio is 1976. Civilian, or non-sworn, staff are employed by

police services for differentiated staffing, support and administrative duties at a ratio of 1 for

every 2.5 sworn members. Rounded, this gives a staffing to 100,000 population ratio of 276.

The 2014 Municipal Census results were announced on August 29, 2014. The population has

grown by over 30,000 per year over a two year period and is expected to continue at that rate.

In 2014, when the new census figures are factored into this equation, the EPS has a police to

staffing ratio of 186; 11 members below the national average. The full staffing to population

ratio is 256; 20 below the national average. To meet the national average in 2014 would require

180 more positions immediately. Edmontons population is anticipated to grow by on average

30,000 per year. Strictly based on this increase, an additional 83 positions should be added

every year for the foreseeable future7.

If the recommendation to increase by 239 resources through to 2018 is kept, the EPS will not

see any progress in moving its staff to population ratio closer to the national average, but rather

will see erosion in the ratio. The overall impact of the change in population increase is

illustrated in the table below:

Table 4: Effect of Population Growth Forecast Change on Staff to Population Ratio based on

2013 Recommended Increase of 239 and 2014 Municipal Census

Year 2014 Population Forecasts

Population

Increase

Population

Forecast

Staff to

Pop

2012 Municipal Census 817,498 263

2014 Municipal Census 877,926 256

2015 30,000 907,926 255

2016 30,000 937,926 254

2017 30,000 967,926 2502018 30,000 997,926 246

6Police Resources in Canada 2013, Statistics Canada, released March 27, 2014, p. 3.

7For use in this analysis, the authorized positions are reduced from 2,315 by externally funded positions totalling

64 to a total of 2,251.


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In addition to simple population increases, the composition of the citizens can directly impact

the need for policing. In Edmonton there is a heavy concentration of young males between

the ages of 18 and 35. Statistics indicate that this population has heavier incidences of

interaction with police. As the region continues to grow at a high rate, Edmonton will

continue to draw people from across Canada and new immigrants. Most will be law abidingbut there will be those looking for opportunities to prey on others.

3.1.3 Managing Patrol Performance and Patrol Span of Control

The Managing Patrol Performance (MPP) model is a statistical model designed to determine the

staffing requirement to respond to calls for service in the patrol response divisions within the

service standards approved by the EPC: 7 minute response to priority 1 (one) calls for service

80% of the time, 25% time available for directed activities8, 40% of all units 2 man, and one

free car available at all times (See Appendix 3).

A complete review of the models methodology was undertaken in in 2013 in conjunction withthe determination of the 6thPatrol Division (Northwest) boundaries. The creation of the new

division requires the redistribution of existing resources, based on workload, across the City.

Presently, 550 patrol constables work in patrol response roles.

The MPP analysis shows that the requirement for the patrol constable function should be

immediately increased to 643 constables to meet our current 2014 workload demands (this is an

increase of 93 members from the current 550). These resources will be deployed geographically

based on call volume, workload distribution and other factors as they are added to EPS strength.

Population and demographics are also considered in the forecasts.

Forecasting future workloads to 2017, an additional 64 patrol constables are calculated to be

needed to meet workload demands. Note that the MPP model does not project more than

three years into the future.

Patrol Sergeants have supervisory responsibility for the front line constables. The optimum ratio

is 1 Sergeant to every 9 Constables. This allows the Patrol Sergeants to effectively lead and

manage their staff and provides increased time for reviewing reports, completing performance

appraisals, providing mentorship and direction at high risk operational scenes.

Based on this standard span of control and the 157 constables forecasted to be required, an

additional 17 Patrol Sergeants are necessary. Consideration for non-sworn support staff also

needs to be included.

8Directed Activities: Patrol shift work that is dedicated to activities that are either assigned or self-initiated to

members that are either prevention, intervention or suppression based.


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3.1.4 Identified Needs

Impacting identified needs are the results of external decisions from the courts or other orders

of government that download additional work onto the EPS. For example, on June 13, 2014, the

Supreme Court of Canada rendered a decision in R. v. Spencer 2014 SCC 43 which dramatically

changed the law respecting the sharing of (private) information between third parties (generallybusinesses for our purposes) and law enforcement.

Previous to Spencer, police could make a Law Enforcement Request (LER) of an internet service

provider (ISP) seeking the subscriber information for an identified IP address that was involved

in a police investigationin this case an internet child pornography investigation. However, in

Spencer, the Court ruled that police can only obtain this information (except in urgent

circumstances) through prior judicial authorization. This decision now means that where

previously a LER would be made, taking only a matter of minutes, police must now obtain the

same information via a Production Order / Search Warrant, which regularly take hours to obtain.

Further, subsequent to Spencer, almost every telecommunications provider has interpreted

Spencersuch that they feel they can no longer respond to LERs for calling name and address

information (subscriber information) for all cellular phones, instead requiring police to obtain a

Production Order / Search Warrant for this information. This will further exacerbate the

negative resource implications of the Spencerdecision.

Decisions such as this impact the identification of resources that the EPS requires on a go-

forward basis. This can occur at any time and the EPS must respond in a timely manner.

Presently we are working to determine what the resource impact of this will be.

3.1.5 Growth of the City

For an organization that is already behind the national average when it comes to police to

population measures, the explosive growth of the city provides additional challenges for the

EPS. The recently completed census indicated that more than 60,000 new citizens have moved

to Edmonton over the past two years, a growth rate that is expected to continue into the

foreseeable future. Keeping pace with this population growth is essential, as new residents

come with the expectation that their calls for assistance will be answered promptly. The only

way to do that is by having enough police officers available.

The growth of the downtown area is proceeding rapidly, with a number of high profile public

facilities either planned or under construction. The Rogers Arena, the Winter Garden Complex,

the Royal Museum, and several new condo and office towers will generate thousands of new

visitors to the downtown area every day. The growth is undeniably good news for Edmonton,

and there is a collective interest to keep the downtown as a good news story for the city. It will

be up to the police to make sure the areas are kept safe, secure, and welcoming for visitors and

residents alike.


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The Arena and Entertainment District will add a concentrated new population living in

downtown Edmonton and will add millions of visitors to this area annually. The addition of

another major event venue will compound policing service demands. As of July 30, 2014, there

are over 30 different development projects underway in Edmonton valued at $4.8 billion dollars.

There is also approximately $16.9 Billion in development over the next 20 years within theCentral Metropolitan Area. LRT expansion will also add to the workload of the EPS.

The City of Edmonton itself has numerous transformational projects that will impact the

resourcing needs of the EPS now and into the future. Annexations, Port Alberta, Blatchford

Field, the South Campus of the University of Alberta, the Quarters & West Rossdale are but a

few examples.

Annexation, by example, will result in additional patrol requirements which include patrolling

the QE2 Highway that will come within city boundaries. It will also include policing of the

International Airport and Highway 19.

As the central city in a massive metropolitan area, Edmonton has some unique social service

responsibilities that it must carry. Edmonton comprises 70% of the regions population, but is

home to 87% of its low income citizens. It also contains 93% of the regions low income

housing, and spends 90% of the overall regional spend on policing costs. Simply put,

Edmonton is doing more than its fair share to support and police the greater metro region.

Because of this, the staffing levels referred to in the GDM model and the Police Resources in

Canada report should be considered as minimum as opposed to optimum standards.

The explosion in development happening in Edmonton, current and future requirements

from the judicial system and evolving criminal activities will factor into the policing needs of asafe city.

3.2 Operating Impacts of Capital North West Campus

Our North West Campus will require increases in resources as the campus becomes operational.

This is a growth capital project and the resource needs can also be considered as growth

resources. The majority of this increase relates to the new Patrol Division as the EPS will need

to staff the additional supervisory ranks, clerical, intelligence and services necessary to support

the front line staff. The EPS is moving forward in 2014 to begin to establish the Northwest

Division in advance of the facility opening in 2018.

The EPS is therefore identifying a three year phased approach to be included into the operating

budget beginning with 14 new resources in 2015; 22 in 2016 and the remaining 17 in 2017. This

request includes dispatch and communications staff.

An additional seven resources, necessary to support the overall campus, including facility staff

and supports in detainee management are expected to be added in 2018.


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3.3 Other Operating Impacts of Capital Projects

The EPS is currently forecasting a need for 3 additional positions as a result of funded capital

projects.

Table 5: Operating Impacts of Capital Projects - Incremental TotalsOperating Impacts of Completed Capital Projects - Personnel Needs

Proj # Project Description 2015 2016 2017 2018 2019 Total

Funded Renewal Projects

CM-60-1433 Police IT Systems - Infrastructure 2 2

CM-60-1460 Police IT Systems - Applications 1 1

Total Funded Capital Plan - 1 2 - - 3

If there are new approved capital projects for the 2015-2018 Capital Budget period, additional

resources may be required to provide support for new technology or facilities.

4. Conclusion

To accommodate growth and support the economic momentum that has built up and is continuing, the

organization must respond proactively. New future sworn and non-sworn positions are essential, and

are complimented by other efforts in place such as the annual internal resource allocation/re-allocation

exercises and numerous efficiency and effectiveness improvement initiatives.

Positions for critical, required and projected needs will be requested through the annual operating

budget process.

To move the EPS forward and meet community expectations as expressed in the most recent Citizen

Survey9, 400 new positions are required and have been approved by the EPC for consideration by City

Council. This will increase the staff to population to 273 per 100,000 population by 2019. This is still

below the current national average of 276.

Table 6: 2015-2019 Edmonton Police Commission Staffing Recommendation by Year

2015 2016 2017 2018 2019 Total

Maintain Service Levels 35 60 52 52 52 262

Northwest Campus 14 22 17 7 60

Operating Impacts of Capital 1 2 3

New Services 49 37 86

Total 98 120 71 59 52 400

Staff to 100,000 population ratio (est.) 259 263 262 260 258

9Edmonton Police Service 2014 Citizen Survey, May 2014. P. 42. Among other indicators, only 56% of citizens feel

that the EPS is doing a good job of prompt response while 37% feel that an average job is being achieved.


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The 400 positions are broken down by service type (see Appendix 2 for definitions) in Chart 2 below.

These identified needs are primarily for core or core support services.

Chart 1

Identified Resource Needs by Service Type

245, 61%

90, 22%

2, 1%

53, 13%

10, 3%Core Services

Core Support Services

Strategic Services

Northwest Division

Other Operating Impacts

of Capital


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Appendix 1 - EPS Strategy Map


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Appendix 2 Edmonton Police Service Resource Types

The following resource types are referenced when the EPS considers its staffing needs:

Delivery of Core Services: These areservices that directly contribute to the achievement of

organizational goals and strategy which include staffing to meet calls for service, dispatch,

forensics, intelligence services and serious crime investigations.

North West Division Patrol Station: Considered an operating impact of capital, the EPS has

begun staffing the 6thpatrol divisional station and have leased a temporary facility until the new

station is completed and available to occupy. This decision is in response to critical service

demands. The resources for this new division will include the supervisory and civilian resources

required to staff the new station. These resources are considered to be core services.

Core Support Services: These areservices that support/ enable core service providers to achieve

organizational goals and strategies which include activities such as securing and storing

collected evidence, training of staff, records management, occupational health and safety,

paying the staff, paying the bills and ensuring that facility, technology, vehicle and equipment

needs are met.

Strategic leadership, supervisory and support services: These areservices that contribute to

the strategic planning cycle, management of organizational initiatives, and executive decision

making processes including internal audit and strategic services to support senior leadership :

Operating impacts of capital projects: These areresources required to support new major

facilities including facility, security and technical staff and for the support of new technology

projects.

Leading Change

Strategies for achieving our vision of being the safest major city in Canada:These arestrategies related to Violence Reduction focused on Community Action Teams,

Seniors, Youth and Aboriginal citizens of Edmonton among others.

Annexation/Transformational City ProjectsStrategies to Police a Larger City and Denser

Geographic Footprint

a. As the City proceeds with plans to annex land to the south of Edmonton, there will be

resources needed to meet existing policing requirements such as the International

Airport, rural calls for service, and the Highway 2 and 19 corridors. The EPS continues to

work with the Citys Annexation team and has established an internal working group to

determine these impacts accurately.

b.

Other transformational City developments such as Blatchford Field, West Rossdale, theQuarters and LRT Expansion will potentially impact on policing as the city becomes more

densely populated and provides additional amenities. The Downtown Arena Project and

the surrounding development will impact policing in the shorter term and require

concentrated police time and response. Longer term, the continuing LRT expansion will

require more focused police time.


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Appendix 3 Managing Patrol Performance (MPP) Model & Methodology

This program is designed to determine the number of required units for a specific area and a specific

time interval. The algorithm used on this software is based on a queuing model. The model is designed

to estimate, for different staffing levels, how often a caller will have to wait for service and how long

that wait is likely to be. This queuing model is used to determine the number of units needed in order to

meet EPS patrol performance goals of 7 minute response time for priority one calls for service (CFS),

25% proactive time (15 minutes per hour per unit) and an average number of free units of at least 1.

The MPP software requires the following patrol workload data for each area and time interval:

Number of deployed patrol units

Call rate

Number of units deployed for each Call for Service

Average service time

Average administrative time Percent of calls by priority level

Area

Average travel speed for patrol units responding to calls by priority level

Preliminary statistical analyses were conducted to identify and exclude outliers in the data.

The number of required units for 2014 to 2017 was estimated using forecasted values for the call rate,

average service time, administrative time and travel speed. For each one of these quantities a particular

statistical model was developed. Population, age of the neighborhood, day of the week, hour, month

and indicator variables for EPS and areas such as LRT stations were considered as predictive factors for

the statistical models.

Distribution of one person / two person units

Police agencies have different policies, regulations and minimum staffing requirements, to address the

distribution of one person and two person cars (units) during shifts. The Edmonton Police Service

requires 60% one person and 40% two person cars during a 24 hour time period. The MPP software

does not include the distribution of one person and two person cars directly in the calculation of the

minimum units required. To address this distribution, an additional analysis of the MPP results is

required.

As mentioned above, MPP is used to obtain the number of units required for each time interval and area

of the city. Further analysis is required to determine how those units are distributed between twoPerson Units and one Person Units. The following is a list of the requirements for such distribution

identified by the Edmonton Police Service.

1. The number of two-person units deployed on the first watch (i.e. starting at 21:00 hrs) must be

larger than 65% of the total number of units deployed on that watch.

2. The number of two-person units deployed on the third watch (i.e., starting at 17:00 hrs) must be

larger than 55% of the total number of units deployed on that watch.


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3. The number of two-person units deployed in a day must be more than 38% but less than 54% of the

total number of units deployed on that day.

A linear program was used to determine the optimal distribution of the number of units while meeting

the above mentioned restrictions.

Staffing Requirements

The number of constables needed per squad is calculated based on the optimization routine that

determines the number of two Person Units and one Person Units.

a) Current staffing

The frontline strength of the Edmonton Police Service is 550 constables.

b) Predicted Staffing Requirements

The following table contains the forecasted number of constables required for the years 2014, 2015,

2016 and 2017.

Year Number of Resources

2014

2015

2016

2017

643

676

680

707

Although the table above indicates the forecasted number of resources needed for patrol, not all

positions are included in the recommendation. A balance between competing needs has been made.

edmonton police service multi year staffing plan

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