Barkley capstone powerpoint-pad 4878

EDISON STATE COLLEGE

ANALYTICAL RESEARCH PROJECT

CAPSTONE PAD 4878

Succession Planning to Develop Future Leaders

SUBMITTED BY: John Barkley

PROFESSOR: Dr. Richard H. Worch Jr.

DATE: July 28, 2013

STATEMENT OF THE PROBLEM

The best method for implementing a succession plan in the

City of Naples Police Department in order to prepare future

leaders in the organization.

Historical Background of Agency

• City of Naples Police Department Established by city charter in 1946.

• 72 sworn officers and a non-sworn and support staff of 35.

• Supervisory staff comprised of a Chief, 2-Captans, 4-Lieutenants, 10-Sergeants.

• Uniformed officers work rotating 12 hour shifts.

• City jurisdiction consists of 14 square land miles and 13 square miles of water.

• Very affluent community, enjoys a low crime rate.

• Agency does not currently have a succession plan in place.

• Supervisors leave agency in fairly close intervals.

• Supervisors left in their place were inexperienced and lacked training.

• Last three Captains have been selected from outside of the agency.

• Officers feel that there is no future after rank of lieutenant.

• Promoting from within creates movement, hiring from outside creates a stagnant agency.

• If no changes are made, cost to agency will be more than monetary.

• Time involved will be well spent and can develop program in-house.

• Mentoring program good for everyone involved including the mentors.

• Getting buy-in from the agency will be easier when the members see the benefit.

• Majority of resources will be from within the agency.

• A large portion of training will occur in-house.

History of Problem

• Agency grew by 5-6 officers at a time.

• Groups of officers would retire around the same time, many of them supervisors.

• Only 2 Captains positions within the agency.

• Last three Captains hired from outside of agency.

• Created a feeling that there is no opportunity to achieve rank over lieutenant.

• Froze rank movement from within the organization and morale suffered.

Root Causes of Problem

• Career path planning eliminated from evaluations by city H.R.

• No mentoring or clear career paths set up for younger officers.

• No succession plan in place.

• No mentoring or clear career paths in place for new supervisors.

• Promotional policies had not been modified in several years.

• Eliminating any promotions from within the agency has a huge effect.

Stakeholders

• Implementation of a succession plan would affect entire agency.

• Officers at every level would be affected by mentoring program.

• The higher rank in the agency the promotion is, the more members affected.

• Current practice has been hiring a captain form outside of the agency, negates movement in agency.

• Creating leaders from within the agency will give the citizens of Naples experienced leaders that know the needs of the community.

First Case Study

• Fire Rescue Service in Canada

• Standardized succession plan within the organization.

• Most organizations lack a formalized succession plan.

• Succession plans even less common in the public sector

• Important to change the culture of the organization.

• Recommended a six step process for succession program.

References: Whitton, R. J. (2006). Use of succession planning to improve leadership capacity within the whistler fire rescue service.

Second Case Study

• Large Court system on east coast of United States.

• No succession plan in place.

• Organization culture will need to change.

• Fear of the unknown causes hesitation by members of the organization.

• Suggested that program be implemented in several steps.

Reference: Robinson, K. E. (2009). Evaluation of succession planning to improve court employees' career development opportunities.

Third Case Study

• Large County in eastern United States.

• Implemented a succession plan in two separate phases.

• Uses a professional development plan for employees.

• Plan provided a “roadmap” for employees so they knew what they needed.

• Creating plan internally helped keep costs lower.

Reference: Holinsworth, S. R. (2004). Case study: Henrico county, virginia: Succession management: A developmental approach. Public Personnel Management, 33(4), 475-486.

Literature Review #1

• State of California

• Retirement benefits offered at age 50, causing issues with budgets.

• Many young law enforcement executives are leaving for private sector.

• Senior Law enforcement officials do not think younger officers are qualified.

• Reality is officers are better trained than they were 20 years ago.

Reference: Garcia, M. (2008). Plugging the dike viable options for filling the looming law enforcement leadership vacuum. Journal of California Law Enforcement, 42(1), 19-26.


• Author compares succession planning in the private and public sectors.

• Very little attention paid in private sector and even less in public sector.

• Points out four obstacles that public sector leaders must overcome.

• Entire organization needs to be involved in succession planning.

• Future health of the organization depends on it.

Reference: Schall, E. (1997). Public-sector succession: A strategic approach to sustaining innovation. Public Administration Review,57(1), 4-10.


• Workforce and succession planning.

• Agencies need realistic information on the capabilities of their staff.

• Mindset of leaders must change to include long term succession planning.

• This method includes human resources as a key component.

• Method must be coordinated with every different department.

Reference: Pynes, J. E. (2004). The implementation of workforce and succession planning in the public sector. Public Personnel Management, 33(4), 389-404.


• Leadership Development Program.

• Suggests nine specific tasks to be monitored by human resources.

• Superior organizations have superior leaders.

• Great leaders are in short supply.

• Program can be costly to implement.

Reference: Pernick, R. (2001). Creating a leadership development program: Nine essential tasks. Public Personnel Management, 30(4), 429-444.


• Studies connections between workforce planning and succession planning.

• Identifies key component of succession planning as assessment.

• Conduct assessments on both employee and organization.

• Downsizing and hiring freezes have created large gaps in ages and times of employees.

• Implemented strategic planning along with succession planning.

Reference: Kim, S. (2003). Linking employee assessments to succession planning. Public Personnel Management, 32(4), 533-547.

First Alternative

• The standardizing succession plan within the organization alternative to not having a succession plan.

• Standardized succession plan shows the members of the organization a clear path to leadership.

• Shows what is expected of them personally and what the agency will provide.

• Numerous benefits to promoting from within the organization.

• Includes a mentoring program for all levels of supervisors.

Second Alternative

• The employee assessment/succession plan alternative to not having a succession plan.

• Suggests a key component in succession planning is assessment of both the employee and the organization.

• Long term strategic planning is used along with succession planning.

• Attempts to identify future needs of the organization.

• Uses human resources in assessment process.

Third Alternative

• The Leadership Development Program (LDP) alternative to not having a succession plan.

• The LDP suggests following 9 specific tasks that answer questions specific to the organization.

• The tasks give the participants a good view of where they are and where they need to be.

• Program also factors in evaluation so the agency can see if it is working for them.

• Program can be managed from within the organization.

Forth Alternative

• The workforce and succession planning alternative to not having a succession plan.

• Provides agencies with realistic information on the capabilities and talents of their employees.

• Workforce planning is normally a function of human resources.

• Matches current supply of qualified personnel with future demand of agency.

• Will create extra work for human resources, additional funding necessary.

Discussion of Quantitative and Comparative Analysis

• This project is attempting to show the best method for implementing a succession plan in the City of Naples Police Department in order to prepare future leaders in the organization.

• Two different analytical methods were used; comparative analysis and quantitative analysis.

• Comparative analysis helped develop four possible alternatives to the problem.

• The quantitative analysis helped select the best possible solution to the problem based on different factors.

• Quantitative analysis focused on four areas; legal, financial, organizational and political.

• Of the four areas, 11 core concepts needed to be weighed.

Scoring Scale for Legal

5- No Legal Restrictions at any level.4- Some Legal Restrictions, usually a rule or policy that can be overcome with ease, (a simple vote or decision i.e. Union Contract)3- Some Legal Restrictions, usually an ordinance that requires city or county action to change.2- Some Legal Restrictions, usually an administrative code that requires action by a state or federal regulatory agency to amend.1- Some Legal Restrictions, usually a federal title or state law that requires legislative action or court action to amend or change.0- An absolute legal restriction, either a federal or state constitutional prevention.

Scoring Scale for Financial

5- No Financial Restrictions, sufficient funds exist for this alterative4- Some Financial Restrictions, usually requiring the internal moving for funding from one source to another requiring outside government approval, either a city manager, city council, county commission, or legislative. 3- Some Financial Restrictions, usually requiring the addition of a new funding source to be added to the organization’s budget from outside existing sources without requiring any new taxation. 2- Some Financial Restrictions, usually requiring the addition of a new funding source to be added to the organization’s budget from additional revenue sources requiring new taxation. 1- No new monies exist for this project nor will new monists be sought or approved. 0- Not application to the agency.

Scoring Scale for Organizational

5- A positive impact on organization personnel with no negative consequences. 4- A positive impact or organizational personnel with only a slight or small impact of negative consequences. 3- A positive impact on organizational personnel that has an equal negative impact. 2- A positive impact on organizational personnel that has a greater amount of negative impact. 1- No positive impact to organizational personnel. 0- No positive impact to organizational personnel and instead creates a negative impact.

Scoring Scale for Political

5- A positive political impact on the service jurisdiction with no negative consequences to the organization. 4- A positive political impact on the service jurisdiction with only a slight or small impact of negative consequences to the organization. 3- A positive political impact on the service jurisdiction with significant negative consequences to the organization. 2- Some positive political impact to the service population and no positive political impact for the organization. 1- No positive political impact to the service population and no positive political impact for the organization. 0- Not application to the organization.

Legal Financial Organizational Political

1

An examination of the organization’s three-year goals, including the next year implementation plan for these goals, in relation to this

selected possible alternative.

2

An examination of any proposed public policy changes to the organization and its relationship to this selected possible alternative.

3

An examination of the organization’s budget regarding its impact on this selected possible alternative.

4

An examination of the organization’s organizational chart and its rationale for the organizational structure in relation to this selected

possible alternative.

5

An examination of the organization’s employee performance evaluation system in relation to this selected possible alternative.

6

A review of the organization’s existing policies and your problem statement in relation to relevant state and federal employment laws.

7

A review of the organization’s collective bargaining agreement regarding this selected possible alternative.

8

A review of the organization’s emergency and/or strategic plan(s) addressing mitigation and response, including threats, to this

selected possible alternative.

9

A review of the organization’s emergency and/or strategic plan(s) addressing mitigation and response to natural disasters regarding

this selected possible alternative.

10

An examination of the organization’s human resource policy regarding proper staffing, to include the negative impact of job-related

stresses, regarding this selected possible alternative.

11

An examination of the ethical issues common to this organization in relation to this selected possible alternative.

Category Points

Total Points

Alternative 1: Standardized Succession Plan Within The Organization

DISCUSSION OF CRITERIA USED TO DETERMINE THE WEIGHTS FOR ALTERNATIVE 1: L-2

The weight assigned to this outcome is: 5

An examination of proposed policy changes to the organization shows that there would be little to no legal restrictions. Minimal changes would need to be made to the policies of the organization to include changes for the succession plan. Executive directives may also need to be sent out in regards to the plan.

Naples Police Department. (2010). General Orders (General Order #79, Promotions). Naples FL: Office of the Chief of Police.


DISCUSSION OF CRITERIA USED TO DETERMINE THE WEIGHTS FOR ALTERNATIVE 1: F-1

The weight given to this outcome is: 4

An examination of the organization’s three year goals, to include next year’s implementation plan for these goals in relation to this alternative revealed some minimal financial restrictions. In order to implement this alternative some budget adjustments would need to be made. Funding for this alternative would need to be accomplished by increasing the budget in the training bureau. This could be accomplished by a modification to the budget by the executive staff and confiscated funds may be used as a funding source for training.


DISCUSSION OF CRITERIA USED TO DETERMINE THE WEIGHTS FOR ALTERNATIVE 1: O-4


An examination of the organization’s organizational chart and its rationale for the organizational structure in relation to this alternative revealed no negative impacts to organizational personnel with only positive impacts. This alternative will not alter the current or future organizational charts.

Naples Police Department. (2010). General Orders (General Order #004, Dept. Organization). Naples FL: Office of the Chief of Police.

Alternative 1: Standardized Succession Plan Within The OrganizationDISCUSSION OF CRITERIA USED TO DETERMINE THE WEIGHTS FOR

ALTERNATIVE 1: P-7


A review of the organization’s collective bargaining agreement regarding this alternative revealed a positive political impact on the service jurisdiction and only a slight negative impact to the organization. The current collective bargaining agreement would need to be modified in the article covering promotions. The union and the city would need to agree to open the article, which would not be an issues since this would be beneficial to both sides. The service jurisdiction would see a positive political impact as they would see both the union and the city negotiating in good faith for the betterment of the organization.

City of Naples. (2011). F.O.P. Contract (Contract between F.O.P. Lodge #38 and City of Naples) Naples FL: Division of Human Resources.

Selection of the Best Alternative

• First alternative is standardizing a succession plan within the organization.

• Scored the highest among the four alternatives with a total of 204 points.

• Had least amount of negative impacts to the organization and the stakeholders.

• Had only minor impacts to the financial area requiring only minor changes to the budget.

• Requires only a few changes to existing organizational policies in the legal area.

Implementation

• Careful attention must be paid to the planning and implementation of the plan.

• Committee consisting of each rank should be formed.

• Committee must prioritize communication with members of the agency.

• Must be able to answer questions quickly to quell rumors and other mis-information.

• Process should be conducted as openly as possible, not in secret.

Implementation (cont’d)

• Program will be implemented in six different phases.

• Every task on each step needs to be completed before moving on.

• Committee members must be given time and resources to make plan successful.

• Modifications to several general orders need to be made by executive staff.

• Modifications to existing labor contract between the Fraternal Order of Police and the City of Naples.

Evaluation

• The program should be given at least two years so data can be collected.

• A complete evaluation of the program including its strengths and weaknesses must be conducted.

• Data needs to be collected from the current program as well as historical data for comparison.

• Data from the promotional process from each rank will need to be collected to measure the program’s effectiveness.

• The Professional Standards Division will be in charge of the program.

Evaluation (cont’d)

• Professional Standards will maintain the records of those participating in the program.

• Quarterly evaluations of program participants will be conducted.

• Participants in the program will be able to see exactly where they are at and what they need.

• The committee that was formed for the implementation of the program will also be tasked with evaluating and suggesting changes as necessary.

• The committee will also be evaluating the effectiveness of the mentoring program by use of interviews and surveys.

Evaluation (cont’d)

• Agency needs to find out if it is turning out leaders that are better prepared for the next level.

• If evaluation shows that it is not, changes need to be implemented.

• Training curriculum needs to be evaluated twice a year to make sure that it is relevant and effective.

• No program is one size fits all, adjusts must be made.

• Agency culture needs to be changed in order for the program to be accepted.

Closing

• I would like to thank the board for this opportunity to present this ARP.

• This project is something that can truly benefit the members of the Naples Police Department and will help the agency develop future leaders from within the organization. Doing this will help morale and create movement throughout the entire agency when there is a promotion and will prevent the agency from becoming stagnant. Members of the agency will feel more engaged and truly take ownership in something that they feel that they have control over.

• I would like to give a special thank you to the staff and faculty of Edison State College for giving me the skills I needed to accomplish my educational goals.

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