WS - E - Analysis of Police Department Staffing

(difference between demand and available staff) is -87, or -3.3 per hour. This indicates that over the course of the 24-hour period there are 87 officer/hours too few to meet peak demand within the 60 percent threshold. Similarly, the variance in the proposed model is lower than the current staffing model (7.1 compared to 7.7). This indicates that the proposed two 12-hour shift plan meets the workload demands better than the current staffing model because the variability between the workload and the staffing is lower. Revisiting the Rule of 60 Based upon the above discussion it is necessary to revisit Rule of 60 to demonstrate the impact this staffing model will have on workload, and to determine the foundation for staffing the department. Table 5 illustrates the analysis in reverse. Based upon a proposed the 66-officer, 15/18 shift distribution, with 6:00 a.m./6:00 p.m. start and end times, and the observed peak workload demands, we can calculate the expected saturation index. The column labeled “Assigned” represents the 15/18 shift assignments. With the assumption that only 75 percent of the officers assigned will be available for patrol (25 percent absent due to court, sick, training, vacation, etc.) the column “Assigned” is reduced by 25 percent to reach the “On-Duty” column, which provides an estimate of the number of officers who will actually be assigned to patrol. The peak demand is taken from Table 3; the far-right column is the saturation index based upon the peak demand data combined with the proposed staffing and schedule. According to this analysis, the average peak saturation would be approximately 50.2 percent. During the 24-hour day, the 60 percent threshold is breached during four of the hourly periods. Furthermore, considering that these values represent peak demand, this appears to be an appropriate deployment plan to meet workload demands in Victory. 23