march 18, 2019 minister of justice and solicitor general ......auma’s suggested principles for an...

March 18, 2019 Honourable Kathleen Ganley Minister of Justice and Solicitor General 424 Legislature Building 10800 – 97 Avenue Edmonton, AB T5K 2B6 Dear Minister Ganley: On behalf of Alberta’s urban municipalities, I am pleased to share the following information for the first phase of the Alberta Police Act review. AUMA has identified the following key priorities for urban municipalities with respect to the Alberta Police Act:

1. The Police Act should specify a new, more equitable funding model for police services where all municipalities contribute directly to the costs of policing. The new funding model should consider both the demand for services in a municipality, as well as the municipality’s ability to pay.

2. Alberta must have a mechanism to enable municipalities to assist in establishing local policing priorities and to hold police services accountable for local service delivery and reporting on performance and outcomes. This is particularly important for municipalities that receive policing services from the RCMP.

3. Albertans need to feel safe and protected in their communities. High RCMP vacancy rates and long response times have contributed to the perception that some communities are not safe. The Alberta Police Act should ensure that all Albertans have equitable access to police services, regardless of who provides this service.

In addition to identifying these key priorities, AUMA has also developed suggested principles for the Alberta Police Act as well as a new, more equitable police funding model (enclosed). If you have any questions about this submission, or if you would like to discuss this matter further, please feel free to contact me by email at [email protected] or my cell phone at (403) 363-9224.

Thank you again for your willingness to review the Alberta Police Act. AUMA looks forward to continuing discussions on this important topic. Sincerely,

Barry Morishita AUMA President Enclosures

AUMA’s Suggested Principles for the Alberta Police Act

AUMA believes that police services in Alberta should: • Ensure the safety and security of all people and property in Alberta. • Safeguard the fundamental rights guaranteed by the Canadian Charter of Rights and

Freedoms and the Alberta Human Rights Code. • Work closely with the communities they serve. • Respect victims of crime and work to understand their needs. • Be sensitive to the diverse, multiracial, and multicultural character of Alberta society. • Ensure police services are representative of the communities they serve.1

The Alberta Police Act and its associated regulations, programs, and policies must enable police services to achieve these outcomes (be effective), and require police services to meet accepted rules and standards (be legitimate). Effective Policing is more likely to be effective if it collaborates with the public and other social service agencies; is independent and impartial; and is evidence-based and requires and provides relevant education of police officers and police employees. Legitimate Police methods and police oversight should be legitimate in that they are generally acceptable to the community and inspire public trust in police. Policing which is accountable, transparent, and equitable is more likely to inspire public trust and promote the public’s cooperation with police. The themes of effectiveness and legitimacy are therefore supported by the following key principles:

1. Collaborative o Police must work with community stakeholders to develop a culture and

practice of policing that reflects the value of protecting and promoting the dignity of all members of the community.

o Collaboration requires that police and community stakeholders work together by sharing responsibilities, resources, and decision-making.

o The Police Act should enable collaboration across police services and between police and other public agencies and non-government organizations (social supports, health, etc.).

1 Outcomes for police services in Alberta are based on the principles described in the Ontario Police Services Act and Sir Robert Peel’s Nine Principles of Policing.

2. Independent o Police must exercise a high degree of independence to ensure impartial

policing, while remaining accountable to civilian authority. o The Alberta Police Act must separate police from political interference while

ensuring police accountability to civilian authority.

3. Educated o Police must respect and to the best of their abilities abide by the standards of

the profession, while at the same time seeking to improve them. o The Alberta Police Act should promote the development and adoption of the

highest standards in policing. o Police should have access to and be required to participate in ongoing

education delivered by subject matter experts in a curriculum designed for adult education.

4. Accountable and Transparent

o Police must be accountable to their communities for the services they deliver, and individual officers must be accountable for how they interact with individual citizens.

o Alberta must have a mechanism to enable municipalities to assist in establishing local policing priorities and to hold police services accountable for local service delivery and reporting on performance and outcomes.

o Allegations of police misconduct must be fairly and effectively investigated or reviewed by an independent civilian authority in a timely manner.

5. Equitable o All Albertans are entitled to receive police services. o All Albertans should be treated equitably by police. o All Albertans should contribute to the costs of policing. o Police governance and oversight should be equitable and universal.

6. Responsive

o Police must be responsive to the needs of Albertans. o Police must be responsive to changing legislative and social environments. o Police should have the flexibility to adjust to regional differences. o Policing must be appropriately resourced to fulfill its responsibilities.

Themes: Effective

Collaborative

Independent

Educated

Responsive

Legitimate

Accountable and

Transparent

EquitablePrinciples:

Attachment 1

AUMA’s Suggested Principles for an

Equitable Police Funding Model

1. A fair, flexible, and equitable model should be developed that: • Ensures the level of provincial funding is sufficient to meet standard levels of

service. • Requires services beyond the standard level to be funded by the jurisdiction

wanting the additional services. • Recognizes the unique needs of each municipality. • Recognizes the ability of a municipality to pay for services.

2. The model should encourage efficiencies by:

• Using other mechanisms to address municipal capacity issues. • Encouraging regional policing models.

3. The transition to a new model should:

• Ensure an adequate impact assessment analysis is completed. • Ensure that effective education and consultation mechanisms are available to

Alberta’s municipalities. • Allow for an adequate notice period.

4. Revenues created from the new model should be reinvested in public safety.

• Ensure any revenue collected from an “everyone pays” model is returned to the municipalities that generated the revenue for the protection of public safety.

• Ensure fine revenues stay in the municipalities in which they are generated.

5. Paying directly for policing should enable municipalities to participate meaningfully in police oversight, e.g. setting local policing priorities.

4

https://auma.ca/advocacy-services/resolutions/resolutions-index/provincial-police-act-overhaul

5

•

•

•

6

•

•

•

•

•

•

•

•

7

•

•

•

•

•

•

•

8

•

•

•

•

9

•

•

•

•

•

•

•

•

•

•

•

•

•

10

•

•

•

•

13

•

•

•

•

•

•

o

o

o

1

14

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

o

15

Themes: Effective

Collaborative

Independent

Educated

Responsive

Legitimate

Accountable and

Transparent

EquitablePrinciples:

16

•

•

•

•

•

•

•

•

•

•

•

October 20, 2020

Dear Mayors, Reeves, and CAOs:

The Alberta Police Interim Advisory Board (APIAB) wants to ensure that municipalities

have an understanding of the work the Board is doing, including the information we are

collecting and our upcoming priorities. In an effort to achieve this we will be

distributing a quarterly update to municipalities outlining our work. This update covers

the interim Board’s work over the summer of 2020 up to today, and looks ahead at

upcoming priorities.

Interim Board’s Mandate

The APIAB was established by the Minister of Justice and Solicitor General (JSG). Our

work is two-fold: to share the municipal perspective on policing priorities with the RCMP

and Government of Alberta, while developing the governance structure for the

permanent Board. As determined by JSG, the interim Board is comprised of

representatives from RMA, AUMA and the Alberta Association of Police Governance,

with specific representation identified by each association. The interim Board’s mandate

concludes at the end of 2021. Based upon the Minister of JSG accepting the

recommendations for the Governance structure of the permanent Board, the

recruitment & selection process for the permanent Board will begin.

Interim Board’s Focus

To this point, the interim Board has held seven meetings. We generally meet twice each

month; once virtually, and once in-person. JSG staff and the RCMP have been active

participants in these meetings.

The interim Board has been making progress on both aspects of its mandate. We have

received presentations from the RCMP, Government of Alberta and Edmonton Police

Commission. The RCMP has focused on topics such as the detachment resourcing

process, how RCMP workload is measured, and how crime statistics are used for

resourcing decisions. The Government of Alberta has provided an overview of their

existing strategic planning process for provincial policing and the role that the Board will

play in that moving forward, as well as the new provincial police funding model. The

of 4

Edmonton Police Commission shared their experiences in board governance and

operations, including strategies for effective recruitment and public engagement.

The interim Board has also engaged in discussions with both the Government of Alberta

and RCMP about how the Board will ensure that municipal perspectives on policing are

better included in the provincial police planning process. Our objective is to ensure that

the local knowledge that municipalities have on crime and public safety, and their

increased financial commitments for policing provide them with an effective voice at the

table. These conversations are ongoing, but both the Province and RCMP have indicated

a willingness to regularly engage the Board.

Board members have also taken initial steps to consider how they can serve as a

municipal voice on other policing-related issues such as the Police Act review and the

current research being conducted into the viability of a provincial police service.

Focus for this next quarter will be on:

1. Compiling data from our current municipal survey to determine

themes/priorities by district for the RCMP/JSG Joint Business Plan.

2. Providing recommendations for the RCMP’s 2021 resourcing strategy and multi-

year financial plan.

3. Creating the governance structure framework for the permanent Board,

including the following:

a. Terms of reference,

b. Recruitment and selection process

c. Competency matrix

Interim Board’s Engagement with Municipalities

The main role of the interim Board (and upcoming permanent Board) will be to provide

municipalities with a collective voice in shaping provincial policing priorities. To fulfill

this role effectively we rely on direct input from municipalities.

Over the past month, we have conducted a municipal survey to collect a variety of

information related to policing priorities, detachment communication practices, and the

roll-out of new policing resources under the police costing mode. We greatly appreciate

the time that many of you took to complete the survey, as your input in these areas is

critical to ensuring we adequately represent your interests at the provincial level. As we

work through the process of analyzing the survey results, they will be integral to our

work in informing RCMP and GOA policing priorities moving forward.

of 4

As part of this quarterly update we have attached a draft Provincial Police Service

reporting template created by the RCMP that we are seeking input on (some of you

have received this under a separate email). One of the areas that has been identified

through our work with the RCMP and JSG is the disparity of information municipalities

receive from their local detachments. The objective of this report is to streamline

reporting to municipalities across the province so information sharing is more

standardized.

“K” Division is prioritizing the consistent use of the template in all detachments in 2021

and is interested in the perspective of municipalities on possible changes or

improvements that could be made to enhance its usefulness. With this in mind, we

would encourage your municipality (at either the council or administrative level) to

review the template and provide the APIAB with comments or suggestions. Consider

focusing input on areas such as:

Template format

Statistics included

Missing information

How the information could be used

How frequently the information should be provided

Any other feedback your municipality considers important

Upon receiving input, the APIAB will review, compile, and work with “K” Division to

enhance the template.

Please submit input to [email protected] no later than Friday

November 6. Please feel free to direct any questions about the templates or any other

aspects of the APIAB’s work to myself or any other board member.

Finally, through our initial work with the RCMP, we have received helpful information on

how detachment resourcing needs are determined. Call volume is a key determinant in

resource planning so ensuring residents report crimes is imperative. The RCMP has

released an online reporting tool that can help facilitate reporting in certain

circumstances without requiring RCMP to attend the scene or residents to go to the

detachment. The link to this tool is here if you wish to share this as an information item

in your municipality’s communications: https://ocre-sielc.rcmp-grc.gc.ca/alberta/en.

The general formula for determining resourcing takes a number of factors into account:

call volumes, types of crime, geography of crime, training, leaves, location of

detachments, and overtime are all key elements. Unique local considerations are also

factored in. RCMP run this methodology annually and it gives them the ability to be

proactive. They also go through a process after this to determine the amount of time

mailto:[email protected]

https://ocre-sielc.rcmp-grc.gc.ca/alberta/en

of 4

remaining in the detachment to dedicate to proactive policing. They have also identified

a value in front-line policing capabilities by increasing the regular member to civilian

member ratio to 3:1 instead of the current 4:1 which is why there is a significant increase

in the civilian member allocation for this budget year.

For the 2020/21 budget year, the new funding gathered through the police funding

model is to result in 76 new regular RCMP members and 55 civilian members. As

COVID-19 closed Depot for three months earlier in 2020, the RCMP is anticipating

challenges in fulfilling this commitment. Depot is currently operating and has nine

troops currently going through training. The RCMP will be providing the interim Board

with a monthly update on resourcing. Attached is the most current update as of October

2021. As outlined above, the police resourcing methodology is how resourcing was

determined for this budget year. This will be a key area that APIAB will be working with

RCMP on for 2021/22.

In conclusion, myself and my fellow Board members are excited about the potential of

this Board to increase the municipal voice in policing across the province. We appreciate

your patience as we develop our own processes for the interim Board, as well as a

permanent governance model. Please contact me or my Board colleagues with any

questions or concerns, and I look forward to providing you with the next quarterly

update in a few months.

Sincerely,

Tanya Thorn

Board Chair, Alberta Police Interim Advisory Board

403-860-7342 [email protected]

mailto:[email protected]

Provincial Policing Report MUNICIPALITY OF…. X | VILLAGE OF…. X

Provided for the ----: (month or quarter as per reporting schedule noted below)

DATE:

PROVINCIAL POLICE SERVICE COMPOSITION 2020-21 Fiscal Year Staffing Category:

Number as per Org Chart1 Actual Number Variance Pending

(+/-) Regular Members 0 Public Servants 0

Detachment Commander : *current could include mat leave, long term leave etc., which should be noted in explanation below. * Pending – status of members/PSs leaving or coming to the detachment 1 The number of approved Provincial Police Service positions on the detachment Organisation Chart Variance explanations: 1 cadet coming in March......one retirement pending April........ May want to mention duties over and above Detachment policing such as Major Event deployments or special duties on the detachment members ERT, TAC, SAR and Containment

1 REPORTING SCHEDULE The reporting schedule as determined in consultation between the RCMP and the municipality, as of October 2020 is set for quarterly reporting.

• It is agreed that in addition to the template the following additional reporting will be provided: • Initiatives such as programs like START and DART, or briefing on a current issue like the Fentanyl role

out, or crime trends). • Other items that could be considered are traffic initiatives with support from Divisional Traffic Units • Major Investigations with significant support of Provincial Support Services Units (FIS, PDS, MCU etc.)

RCMP Provincial Policing Report | MUNICIPALITY OF…. X | VILLAGE OF….X 2 | P a g e

2 MANAGEMENT OF THE POLICE SERVICE:

2.1 Objectives, Priorities and Goals for 2020/21: As per the meeting on date..........Municipality of XX place a high value on controlling property crime.....Drugs on our streets and in our schools is a major issue for the municipalities.........

This should read identical to the objectives and initiatives as indicated on your Detachment Annual Performance Plan.

RCMP’s Planned Initiatives to Meet Objectives, Priorities and Goals:

2.1.1 OBJECTIVE:

Sample Text: Control Property Crime

Initiative #1: Sample Text: The RCMP will target prolific offenders in the community committing property crime offences.....

Current Status and Results: What is the impact on the community, what has been achieved, school visits, drug awareness presentations,

and prolific offender checks done?

Initiative #2:

Current Status and Results:

2.1.2 OBJECTIVE:

Sample text: The RCMP will work with the community and the schools on target drug enforcement and education

Initiative #1: Sample text: Community Mobilization Current Status and Results: Initiative #2: Sample text: Drug Enforcement activities Current Status and Results:

RCMP Provincial Policing Report | MUNICIPALITY OF…. X | VILLAGE OF….X 3 | P a g e

3 CURRENT ACTIVITY STATISTICS – (as selected by municipality, should be tied to policing priorities)

Category: Number This Half in 2020-21

Number This Half in 2019-20

Year to Date 2020-21

Year to Date 2019-20

Property Crime

Common Offence Notices Impaired Driving Charges Other statistic as requested

(specify)

Other statistic as requested

Other In order to provide comparable information, the reporting period for the current year is being compared to the same reporting period for the previous year. This will provide a more accurate comparison by taking into account any special events that happen in the community on an annual basis, and also account for seasonal changes in traffic/tourism, and RCMP strategic initiatives etc.

3.1 TRENDS/ POINTS OF INTEREST/ VALUE/ PERTINENT COST DRIVERS

Sample Narrative could include: traffic initiatives that required outside support from other detachments or Traffic Service members, requirement for resources outside detachment area such as major incident where ERT, Major Crimes, or other support services were required to deal with investigation of significant event. Also include any particular cost drivers that have potentially put a strain on the detachment budget such as mentioning a large incident or file in the community that has resulted in elevated overtime costs.

3.2 SIGNIFICANT MEETINGS IN THE COMMUNITY

Meetings attended with organizations within the community, (Municipalities, Villages, First Nations, Chamber of Commerce, School District, Victim Services, local service clubs, COPP). This would speak to the goal of community based policing. This is different from officers attending schools or participating in community charity events. It is more about meetings attended by the RCMP leadership to provide a RCMP insight to a specific issue.

Alberta Police Personnel Data, 2020

Municipal Sworn Civilian Total

Calgary 2113 760 2873

Camrose 30 33 63

Edmonton 1805 838 2643

Lacombe 23 14 37

Lethbridge 187 75 262

Medicine Hat 114 35 149

Taber 18 15 33

Total 4,290 1,770 6,060

RCMP [Total Sworn Position] 2,365

Legend

Municipal Police

Royal Canadian Mounted Police (RCMP)

First Nations Police

Note: Numbers shown after each location name is the number of sworn personnel.

* RCMP civilian/public service positions not included.

Sources:

1. Alberta Association of Chiefs of Police: AACP, Provincial Police Agency ‐ Employee Report, June 2020

2. RCMP “K” Division, Resource Summary, June 2020

Sworn:

6,729Civilian*:

1,803

Total:

8,532 First Nations Sworn Civilian Total

Blood Tribes 33 21 54

Lakeshore 15 3 18

Tsuu T'inas 26 9 35

Total 74 33 107

1 | P a g e

PPSA Police Funding Model – 2020/21 Positions Updated: October 8, 2020

As per the 2020/21 PPSA Call-Up of new positions, including 76 regular member and 57 public service employee positions, the Alberta RCMP has allotted the following new regular member resources:

• 46 positions in rural Alberta Detachments o 28 Filled o 18 Pending

• 10 positions in the Call Back Unit (Filled) • 2 positions to KMOSS (Filled) • 3 positions to Child Advocacy Centers (Filled) • 3 positions to Emergency Response Teams (Filled) • 4 positions to Offender Management (Pending) • 3 positions to General Investigative Services (SAD) (Pending) • 2 positions to Police Dog Services (Pending) • 3 positions to the Diversity Unit (Pending)

This accounts for all of the 76 regular member positions. A total of 46 positions have been filled to date, 30 positions are pending within the staffing process. See Annex A for further details.

The following public service employee positions have been allocated:

• 31 Detachment Services Support positions (3 Filled, 28 Pending) • 1 Court Case Management position (Filled) • 2 Criminal Operations Strategic Management Services positions (Filled) • 4 Community Engagement and Outreach Specialists (Pending) • 4 Scenes of Crime Officers (Pending) • 6 Operational Call Center Operators (3 Filled, 3 Pending) • 2 Operational Call Center Administrative Support positions (2 Filled) • 4 Rural Crime Reduction Analysts (Pending) • 1 Rural Crime Administrative Support positions (Pending) • 1 Forensic Identification Services Clerk – St. Paul position (Filled) • 1 Intellex position (Pending)

This accounts for all of the 57 public service employee positions. A total of 12 positions have been filled to date, and the remaining positions are pending within the staffing process. See Annex B for further details.

2 | P a g e

Annex A – Regular Member Position Detail

District/Unit Detachment Position Description Staffing Status Start Date

AIRDRIE General Duty Filled 2020-07-10General Duty Pending

CANMORE General Duty Filled 2020-08-11COCHRANE General Duty Pending

General Duty PendingGeneral Duty Pending

DIDSBURY General Duty Filled 2020-09-15HIGH RIVER General Duty PendingOKOTOKS General Duty Filled 2020-07-06STRATHMORE General Duty Filled 2020-09-14

General Investigative Services PendingGeneral Investigative Services PendingGeneral Investigative Services Pending

BLACKFALDS General Duty Filled 2020-07-22CAMROSE General Duty Filled 2020-04-01INNISFAIL General Duty PendingLEDUC General Duty Filled 2020-04-01MORINVILLE General Duty Filled 2020-09-03PARKLAND General Duty Filled 2020-07-27RIMBEY General Duty Pending

General Duty Filled 2020-07-22General Duty Filled 2020-07-22

STETTLER General Duty PendingSTRATHCONA General Duty Filled 2020-07-27SYLVAN LAKE General Duty Pending

General Duty PendingGeneral Duty Pending

WETASKIWIN General Duty Filled 2020-07-18General Duty Filled 2020-09-21General Duty Pending

BONNYVILLE General Duty Filled 2020-07-28COLD LAKE General Duty Filled 2020-07-01


KITSCOTY General Duty Filled 2020-08-10LAC LA BICHE General Duty PendingST PAUL General Duty PendingVEGREVILLE General Duty Filled 2020-07-22WESTLOCK General Duty Pending

Police Funding Model - Year 1 - Regular Members - as of October 8, 2020

SAD GIS

Southern Alberta District

Central Alberta District

ROCKY MOUNTAIN HOUSE

THORSBY

Eastern Alberta District

ATHABASCA

ELK POINT

3 | P a g e


BEAVERLODGE General Duty Filled 2020-07-06EDSON General Duty Filled 2020-07-02EVANSBURG General Duty Filled 2020-07-06

General Duty PendingGeneral Duty Filled 2020-09-12General Duty Pending

HIGH LEVEL General Duty PendingMAYERTHORPE General Duty Filled 2020-07-02VALLEYVIEW General Duty Filled 2020-07-02WHITECOURT General Duty Filled 2020-07-02

Call Back Unit Filled 2020-04-01Call Back Unit Filled 2020-04-01Call Back Unit Filled 2020-04-01Call Back Unit Filled 2020-07-01Call Back Unit Filled 2020-04-01Call Back Unit Filled 2020-04-01Call Back Unit Filled 2020-04-01Call Back Unit Filled 2020-04-01Call Back Unit Filled 2020-04-01Call Back Unit Filled 2020-04-01

Filled 2020-04-07Filled 2020-04-01

Critical Incident Program - ERT Filled 2020-04-01Critical Incident Program - ERT Filled 2020-04-01Critical Incident Program - ERT Filled 2020-04-01Diversity Engagement PendingDiversity Engagement PendingHate Crimes PendingOffender Management PendingOffender Management PendingOffender Management PendingOffender Management PendingPolice Dog Services PendingPolice Dog Services Pending

Operations South Child Advocacy Center - Red Deer Filled 2020-04-01Child Advocacy Center - Sheldon Kennedy Centre Filled 2020-09-01

Operations North

Centre Filled 2020-04-01

Call Management KMOSS

Police Funding Model - Year 1 - Regular Members - as of October 8, 2020

Serious Crimes Branch

Western Alberta District

GRANDE PRAIRIE

CROPS Contract Policing

Contract Policing Support Services

4 | P a g e

Annex B – Civilian Position Detail


Southern Alberta District BEISEKER Detachment support PendingBOW ISLAND Detachment support PendingCOCHRANE Detachment support Filled 2020-09-10DIDSBURY Detachment support PendingLAKE LOUISE Detachment support PendingOLDS Detachment support PendingPICTURE BUTTE Detachment support PendingTURNER VALLEY Detachment support Pending

Central Alberta District BASHAW Detachment support PendingBRETON Detachment support PendingINNISFAIL Detachment support PendingRIMBEY Detachment support PendingSTRATHCONA Detachment support PendingSYLVAN LAKE Detachment support PendingTHORSBY Detachment support Pending

Eastern Alberta District CORONATION Detachment support PendingDESMARAIS Detachment support PendingKITSCOTY Detachment support Filled 2020-09-23PROVOST Detachment support PendingTWO HILLS Detachment support Pending

Detachment support PendingDetachment support Pending

Western Alberta District BEAVERLODGE Detachment support PendingFOX CREEK Detachment support Pending

Detachment support PendingDetachment support Pending

HINTON Detachment support Filled 2020-10-02MANNING Detachment support PendingPEACE RIVER Detachment support PendingRED EARTH CREEK Detachment support PendingVALLEYVIEW Detachment support Pending

Police Funding Model - Year 1 - Civilian Support - as of October 8, 2020

WOOD BUFFALO

GRANDE PRAIRIE

5 | P a g e


CROPS Contract Policing Filled 2020-04-01

Filled 2020-10-14Filled 2020-11-05Filled 2020-11-06Filled 2020-11-05PendingPendingPending

Scenes of Crime Officers PendingPendingPendingPending

Court Case Management Filled 2019-05-01PendingPendingPendingPending

CROPS Contract Filled 2020-04-01

Filled 2019-03-18PendingPendingPendingPending

Crime Reduction - Administrative Support

Pending

Forensic Identification Services Clerk - St. Paul

Filled 2020-04-01

Intellex Pending

Police Funding Model - Year 1 - Civilian Support - as of October 8, 2020

OCC - Administrative Support

OCC - Telecommunications Operators

CROPS Strategic Management Services


Community Engagement and Outreach Specialists

Community and Indigenous Policing

Crime Reduction Analysts

Criminal Operations

Establishment of New Resources for 2020/2021

The announcement of Alberta’s Police Funding Model has resulted in additional resources for the Alberta

RCMP for 2020/21, specifically 76 new police officers and 57 new civilian support positions. These

additional resources will directly or indirectly support frontline policing in communities we serve across

rural Alberta.

The Alberta RCMP understands that police resource levels are of particular importance to our

communities and even more so under the new funding model. We know that targeting and reducing rural

crime goes hand-in-hand with sufficient resources as demonstrated by boots on the ground. Within the

RCMP’s integrated service delivery model, detachment resources are augmented by centralized frontline

support and specialized units as well as by civilian support positions. This means that the benefit of

additional RCMP resources can be felt in communities across Alberta.

To date, we have filled a total of 46 positions to increase rural policing levels and to enhance rural crime

reduction efforts. The filled positions include 25 frontline police positions in Alberta rural communities; 18

centralized police officer positions to provide support and specialized services to al rural Alberta RCMP

detachments; and three civilian support positions to provide administrative and program support across

the RCMP provincial jurisdiction.

To determine allocation of new resources, an analysis of workload was undertaken at each detachment

location. This analysis included factors such as travel time, call volume, the type of crimes occurring in the

area, amount of time required for investigations, size of detachment, and time available for proactive

policing, which includes strategic patrols, community engagement, visiting schools, and attending

community events.

The following detachments have received new frontline police positions:

Western Alberta District: Five positions - Beaverlodge, Edson, Evansburg, Mayerthorpe and Valleyview

Southern Alberta District: Five positions - Airdrie (two positions), Cochrane, Okotoks and Strathmore

Central Alberta District: 10 positions - Camrose, Blackfalds, Leduc, Morinville, Parkland, Rocky Mountain House (two positions), Stettler, Strathcona and Thorsby

Eastern Alberta District: Five positions - Athabasca, Bonnyville, Cold Lake, Elk Point and St. Paul Frontline support units and specialized units, while generally located centrally, benefit communities across Alberta by augmenting RCMP detachment resources through critical frontline support and coordinated specialized operational, tactical, and investigational services. The following units have received additional resources:

Frontline support units: 12 positions o Call Back Unit (10 positions) – Not every call requires an immediate, in-person police

response. The Call Back Unit (CBU) focuses support to rural detachments by managing lower priority calls that do not require direct police attendance such as reports of stolen property, minor motor vehicle accidents, gas-n-dash, and general inquiries. The CBU, with locations in Calgary and Edmonton, will each receive five additional resources. These employees ensure that Albertans receive the guidance and support they require, whether that involves initiating a police file, discussing a matter with the individual or providing crime prevention advice and guidance. While members working in the CBU handle low priority calls for service, frontline members are able to focus on higher priority calls, emergencies and intelligence-led proactive policing.

From April 2019 to March 31, 2020, the Call Back Unit investigated 6,167 calls for service resulting in an estimated 14,152 hours’ workload that frontline members would have spent on non-urgent matters.

The CBU allows police officers to get out of the office and away from their computers, resulting in increased police visibility throughout our communities, which, in turn helps reduce crime rates across Alberta.

o “K” Member Operational Support Section (KMOSS) (two positions) – Embedded within the Operational Communications Centres, KMOSS members are supervisors who provide front line, 24-hour/7-day policing support to all detachments and business lines in Alberta. KMOSS members provide oversight, guidance and monitoring in high risk incidents, events in progress and multi-jurisdictional occurrence. KMOSS also reviews calls for service in detachments without 24-hour coverage and handles inquiries and initial complaints from the public. For rural communities KMOSS is an integral resource for frontline members during unfolding events.

Specialized Units: Six positions o Provincial Child Advocacy Centres (three positions) – Specialized RCMP interviewers

are embedded in the various Child Advocacy Centres across Alberta to provide support and

conduct investigations related to offences against children and youth under the age of 18.

These positions are located in Edmonton, Red Deer, and Calgary. Members employed in the

CACs are trained in specialized techniques to gather accurate and extensive memory recall

about abuse and trauma while limiting the impact on the child or youth. Members in these

positions typically have years of experience and training directly related to working with

children and youth. Additionally, CACs have resources that rural detachments do not have

access to in order to support the families from the initial stage of the investigation through to

the end of the criminal justice process and beyond.

o South Emergency Response Team (three positions) – The Emergency Response Team

(ERT) is a group of highly-trained RCMP members who have the capability of employing

specialized tactics and equipment to resolve extremely high-risk situations. The potentially

violent and often dynamic nature of these incidents requires a highly integrated and

coordinated tactical response. At any given moment, in any community in Alberta, crisis can

arise; because of this, it is imperative that ERT teams are strategically positioned in the north

and south of the province so that an efficient response is possible. The additional resources

allocated to the south ERT team will augment the existing team.

ERT provides tactical assistance to detachments and units across Alberta with some

of the following types of calls:

High-risk search warrants

Armed and barricaded situations

High-risk vehicle takedowns

High-risk tracking (with Police Dog Services)

Any other unique situation calling for a higher level of intervention than

readily available to the frontline police officers.

The following civilian positions, while centrally located, support frontline policing to benefit communities

across rural Alberta:

Court Case Management (CCM) – One position in support of provincial initiatives to streamline

electronic disclosure processes, which will significantly reduce the average time police officers spend

assembling court packages and will expedite the process of getting files into the court system. The

CCM position has enhanced access to statistical information, while at the same time serving as a

subject matter expert accessible to all detachments across Alberta for guidance on all things related

to disclosure: from troubleshooting to training to policy guidance. Similar to the CBU, for smaller, rural

detachments, these positions are essential as they alleviate administrative tasks from frontline

members so they can be on the road and not in the office.

Criminal Operations Strategic Management Services – Two positions to enhance and support our

capacity in implementing programs to address and reduce rural crime throughout Alberta. While

centrally located, their workload is focused on strategies to reduce crime in Alberta’s rural

communities.

Additionally, there will be four positions added to each of the following programs in each district:

Offender Management Program (four positions)- These positions will be located in each of the

RCMP’s four district offices and will provide support to detachments within the respective district

areas. The employees in the Offender Management Program utilize data and intelligence to identify

the individuals hurting the communities the most. Once individuals are selected and accept our help,

employees work with the client to identify the root problems causing the cycle of crime. The program

offers a collaborative support system including police, justice, mental health, social services and

addictions support. Employees in the program are responsible for overseeing detachment

coordinators for offender management and will provide training and mentorship for offender

management, directly engage with offenders where required, and help facilitate case development

groups in the district.

o Adopted as a best practice internationally by police services and social service agencies,

there is a significant association between the offender management program and reduced

recidivism.

o Offenders in this program increased their use of health services, housing and other social

services, while having fewer negative police contacts and spending less time in custody.

o Establishing offender management resources to co-ordinate social and health service

providers with law enforcement will enable efforts with select offenders on a provincial level.

These services will create pathways out of drug addiction, which fuels many offenders’

criminal behaviours, making our communities safer.

Community Engagement and Outreach Specialists (four positions) – Project Lock-Up is a

framework that enables the RCMP and its enforcement and citizen-led stakeholders to place a

spotlight on repeat victims of property crime. These positions will be located in the district offices,

providing support to the detachments within the respective area.

o Led by intelligence and supported by a strong partner network, the initiative aims to reduce

property crime and build trust between citizens and law enforcement.

o Using a tiered approach to prioritize victims who are impacted the most, Community

Engagement and Outreach Specialists will educate and engage the public in best practices to

protect their homes and potentially enhance their safety.

o These employees will work with residents who have been repeatedly victimized to educate

them on safety and security measures for their property, and provide them with tools that they

can use to enhance their security. The goal is to address the security issues specific to the

victim in order to stop the cycle of victimization.

o At the district level, these employees will work with the regular member liaisons for Rural

Crime Watch and Citizen on Patrol groups to ensure consistency with program delivery from

detachments across the province. These interventions will greatly help to reduce crime in

rural areas, alleviating pressures from general duty members.

The safety of Albertans is our number one priority. By augmenting our visibility and having resources

dedicated to effectively address the inherent challenges that rural Albertans face, we will enhance the

safety of the communities we serve.

Citizens and the Government of Alberta can count on the RCMP to ensure their investment is used

efficiently, delivering the high quality of police service they deserve and expect.

1 | P a g e

PPSA Police Funding Model – 2020/21 Positions Updated: January 11, 2021

As per the 2020/21 PPSA Call-Up of new positions, including 76 regular member and 57 public service employee positions, the Alberta RCMP has allotted the following new regular member resources:

• 46 positions in rural Alberta Detachments o 44 Filled o 2 Pending

• 10 positions in the Call Back Unit (Filled) • 2 positions to KMOSS (Filled) • 3 positions to Child Advocacy Centers (Filled) • 3 positions to Emergency Response Teams (Filled) • 4 positions to Offender Management (Pending) • 3 positions to General Investigative Services (SAD) (1 Filled, 2 Pending) • 2 positions to Police Dog Services (Pending) • 3 positions to the Diversity Unit (Pending)

This accounts for all of the 76 regular member positions. A total of 63 positions have been filled to date, 13 positions are pending within the staffing process. See Annex A for further details.

The following public service employee positions have been allocated:

• 31 Detachment Services Support positions (13 Filled, 18 Pending) • 1 Court Case Management position (Filled) • 2 Criminal Operations Strategic Management Services positions (Filled) • 4 Community Engagement and Outreach Specialists (Pending) • 4 Scenes of Crime Officers (Pending) • 6 Operational Call Center Operators (4 Filled, 2 Pending) • 2 Operational Call Center Administrative Support positions (Filled) • 4 Rural Crime Reduction Analysts (Pending) • 1 Rural Crime Administrative Support positions (Pending) • 1 Forensic Identification Services Clerk – St. Paul position (Filled) • 1 Intellex position (Pending)

This accounts for all of the 57 public service employee positions. A total of 23 positions have been filled to date, and the remaining positions are pending within the staffing process. See Annex B for further details.

2 | P a g e

Annex A – Regular Member Position Detail


General Duty Filled 2020-07-10General Duty Pending

CANMORE General Duty Filled 2020-08-11General Duty Filled 2020-10-16General Duty Filled 2020-09-30General Duty Filled 2020-10-27

DIDSBURY General Duty Filled 2020-09-15HIGH RIVER General Duty Filled 2020-11-03OKOTOKS General Duty Filled 2020-07-06STRATHMORE General Duty Filled 2020-09-14

General Investigative Services Filled 2020-11-13General Investigative Services PendingGeneral Investigative Services Pending

BLACKFALDS General Duty Filled 2020-07-22CAMROSE General Duty Filled 2020-04-01INNISFAIL General Duty Filled 2020-10-12LEDUC General Duty Filled 2020-04-01MORINVILLE General Duty Filled 2020-09-03PARKLAND General Duty Filled 2020-07-27RIMBEY General Duty Filled 2020-11-30


STETTLER General Duty PendingSTRATHCONA General Duty Filled 2020-07-27SYLVAN LAKE General Duty Filled 2020-11-28


WETASKIWIN General Duty Filled 2020-07-18General Duty Filled 2020-09-21General Duty Filled 2020-12-21

BONNYVILLE General Duty Filled 2020-07-28COLD LAKE General Duty Filled 2020-07-01


KITSCOTY General Duty Filled 2020-08-10LAC LA BICHE General Duty Filled 2020-10-12ST PAUL General Duty Filled 2020-10-29VEGREVILLE General Duty Filled 2020-07-22WESTLOCK General Duty Filled 2020-11-13

COCHRANE

Police Funding Model - Year 1 - Regular Members - as of January 11, 2021

SAD GIS

Southern Alberta District


ROCKY MOUNTAIN HOUSE

THORSBY

Eastern Alberta District

ATHABASCA

ELK POINT

AIRDRIE

3 | P a g e


BEAVERLODGE General Duty Filled 2020-07-06EDSON General Duty Filled 2020-07-02EVANSBURG General Duty Filled 2020-07-06

General Duty Filled 2020-11-23General Duty Filled 2020-09-25General Duty Filled 2020-09-12

HIGH LEVEL General Duty Filled 2020-10-08MAYERTHORPE General Duty Filled 2020-07-02VALLEYVIEW General Duty Filled 2020-07-02WHITECOURT General Duty Filled 2020-07-02

Call Back Unit Filled 2020-04-01Call Back Unit Filled 2020-04-01Call Back Unit Filled 2020-04-01Call Back Unit Filled 2020-07-01Call Back Unit Filled 2020-04-01Call Back Unit Filled 2020-04-01Call Back Unit Filled 2020-04-01Call Back Unit Filled 2020-04-01Call Back Unit Filled 2020-04-01Call Back Unit Filled 2020-04-02

Filled 2020-04-07Filled 2020-04-01

Critical Incident Program - ERT South Filled 2020-04-01Critical Incident Program - ERT South Filled 2020-04-01Critical Incident Program - ERT South Filled 2020-04-01Diversity Engagement PendingDiversity Engagement PendingHate Crimes PendingOffender Management PendingOffender Management PendingOffender Management PendingOffender Management PendingPolice Dog Services PendingPolice Dog Services Pending

Operations South Child Advocacy Center - Red Deer Filled 2020-04-01Child Advocacy Center - Sheldon Kennedy Centre Filled 2020-09-01

Operations North Child Advocacy Center - Zebra Centre Filled 2020-04-01

Serious Crimes Branch


GRANDE PRAIRIE

CROPS Contract Policing


Call Management KMOSS

Police Funding Model - Year 1 - Regular Members - as of January 11, 2021

4 | P a g e

Annex B – Civilian Position Detail


Southern Alberta District BEISEKER Detachment support PendingBOW ISLAND Detachment support PendingCOCHRANE Detachment support PendingDIDSBURY Detachment support PendingLAKE LOUISE Detachment support PendingOLDS Detachment support PendingPICTURE BUTTE Detachment support Filled 2020-12-01TURNER VALLEY Detachment support PendingBASHAW Detachment support PendingBRETON Detachment support PendingINNISFAIL Detachment support Filled 2021-01-04RIMBEY Detachment support PendingSTRATHCONA Detachment support PendingSYLVAN LAKE Detachment support Filled 2020-11-30THORSBY Detachment support Pending

Eastern Alberta District CORONATION Detachment support Filled 2020-12-21DESMARAIS Detachment support PendingKITSCOTY Detachment support Filled 2020-09-23PROVOST Detachment support PendingTWO HILLS Detachment support Filled 2021-01-05

Detachment support PendingDetachment support Filled 2020-11-12

BEAVERLODGE Detachment support Filled 2020-12-21FOX CREEK Detachment support Filled 2020-10-28

Detachment support PendingDetachment support Filled 2020-09-21

HINTON Detachment support Filled 2020-10-02MANNING Detachment support Filled 2020-12-21PEACE RIVER Detachment support PendingRED EARTH CREEK Detachment support PendingVALLEYVIEW Detachment support Filled 2021-01-11

Police Funding Model - Year 1 - Civilian Support - as of January 11, 2021

WOOD BUFFALO

GRANDE PRAIRIE



5 | P a g e


CROPS Contract Policing Filled 2020-04-01Filled 2020-10-14Filled 2020-11-05Filled 2020-11-06Filled 2020-11-05PendingPendingFilled 2020-10-01

Scenes of Crime Officers PendingPendingPendingPending

Court Case Management Filled 2019-05-01PendingPendingPendingPending

CROPS Contract Filled 2020-04-01Filled 2019-03-18PendingPendingPendingPending

Crime Reduction - Administrative Support

Pending

Forensic Identification Services Clerk - St. Paul

Filled 2020-04-01

Intellex Pending

Police Funding Model - Year 1 - Civilian Support - as of January 11, 2021

OCC - Administrative SupportOCC - Telecommunications Operators

CROPS Strategic Management Services


Community Engagement and Outreach Specialists

Community and Indigenous Policing

Crime Reduction Analysts

Criminal Operations

march 18, 2019 minister of justice and solicitor general ......auma’s suggested principles for an...

Documents