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Running Head: MISSION STATEMENT DESCRIPTION

Organizational Structure & Administration

Carla J. McCoy

Unit 1 Individual Project – CRJ206

March 24th, 2009

American InterContinental University

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Mission Statement

The main focus of my law enforcement agency would be to deliver a product of service

to the community and beyond. I’d need to have input from both my employees and the

community as well and possibly creating a delegation among employees because by giving them

that type of authority will only encourage and motivate them and provide an incentive. My law

enforcement agency will strive for an improved level of service not only to the community but to

the agency as well. One thing that would have to be done every year would be an evaluation of

every employee’s performance as well as an evaluation of the mission statement. In delivering a

product of service to the community my law enforcement agency would protect those who live

and work in my city by providing a very professional proactive level of law enforcement service,

my law enforcement agency would also develop and learn new techniques in order to provide a

high quality of service to the community, also by obtaining a partnership with the community by

pursuing some innovative solutions. My law enforcement agency would also uphold the highest

standards of ethics, conduct, behavior, performance, appearance and demeanor. (Richland Police

Department, 2004-2009)

Allocating Personnel to fulfill Duties

First I would do a Personnel Allocation study in order to be able to determine how many

law enforcement officers would be needed in order to deliver a certain level of service that the

community could be accustomed to. I would use three methods with this study which would

include the population of the community along with a recommendation of 2 officers per 1,000

citizens which would require at least an Allocation of 75-80 officers based on the population of

35,000 – 41,000 which would establish a benchmark. There are two formulas’ I would use in

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order to come up with the calculations. One formula would be the Equal Patrol Density Formula,

and the other would be the Bartell Formula for Manpower Allocation. Equal Patrol Density

calculations would not require as much information as the Bartell formula and would not require

as much information where it would rely on general information. The Bartell formula would be a

more complicated and precise formula that requires more calculations. (Richland Police

Department, 2004-2009)

Both formulas rely on both obligated time and non-obligated time. Obligated time

involves officers doing reports and calls for service so they won’t have as much time to be

proactive. The department strength would be around 68 police officers but the cost of additional

staffing would need to be balanced. Some of the requests I would make would be to obtain clear

information on how my law enforcement agency responds to emergency and non-emergency

demands, problem solving, traffic control, administrative requirements such as training, report

writing, court needs, personal needs, and how safety can be ensured towards both the public and

the officers. (Richland Police Department, 2004-2009) My Allocation Plan would be followed

by a Workload Assessment Plan which would need to be conducted on a regular basis, with the

knowledge that work loads can change due to a number of things such as changes in

demographics within a particular district. Prior to employment all individuals will be required to

go through a process which would include filling out an application, providing a written

examination, providing physical fitness/agility testing, Drug testing, polygraph examinations,

Psychological screening, and a medical examination. (Greene, J., 2006) Some of the job duties

among officers would include being trained in the detection of problems, making sure to review

daily activity logs and individual officer reports, making sure report systems are constructed,

providing monthly activity summaries, patrolling the city during various hours of both day and

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night, and ensuring all potential crime and problems among public safety are identified. (Slavin

Management Consultants Inc, 1996)

Allocation of Personnel and Performance of Other Units

The Allocation of personnel to various units would have an effect on the performance of

other units and would need a progressive pressure model that would provide support and

encouragement which is very important in governmental improvement. Fairness and Equitable

treatment should flow through each and every department reflecting one department from

another, with the realistic attempt that all departments are given the same maximum flexibility

with various different job tasks. Internal structuring of each unit would need to be established

between each department to determine what the responsibility of each department would be

which would allow for various areas to be affected differently. (Western Illinois University,

2006)

Large City Department

I would say this is a Large City Department because various things are affected during

allocation such as Cost because it will cost the department’s money in order to allocate new

personnel to each department varying in size, job duties, job descriptions and proper educational

background placement. I will also affect each person’s time and efforts which will result in self

set goals, structured work patterns, coming up with various ways to create less switching

between tasks that are relative to work patterns. The need for additional detectives, officers, law

enforcement needs to be illustrated as such a methodology w here comparisons can be made

between various units regarding time available versus time consumed. (Gribble, E., 2008)

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References

Online Web Page:

Gribble, E., (2008) Allocation of Personnel: Methodology for Required Staffing of Detectives

Allocation of Personnel: Methodology for Required, retrieved on March 29th, 2009 from:

http://www.fdle.state.fl.us/Content/getdoc/b69acb0e-f0c2-404b-9f6f-ade556e9ecc8/

Gribble-Elliott-abstract-Allocation-of-Personnel_-.aspx

Book:

Greene, J the Encyclopedia of Police Science. (2007). Personnel Allocation. In The

Encyclopedia of Police Science [Web]. CRC Press. (3rd Ed) ISBN: 0415970008,

9780415970006. (p. 911-919) Retrieved March 24th, 2009, from:

http://books.google.com/books?

id=HIE_zF1Rv7MC&pg=PA911&lpg=PA911&dq=the+allocation+of+personnel+to+var

ious+law+enforcement+agencies+would+have+an+effect+on+the+performance+of+othe

r+agencies&source=bl&ots=fVrzhC3r3K&sig=8wZnh9PRqAAeGcEUud_2krl9LAs&hl

=en&ei=V3jJSYWGO4nOtQPI95HLBQ&sa=X&oi=book_result&resnum=3&ct=result#

PRA1-PT1,M1

Online Document:

Richland Police Department, (2004-2009) Strategic Positioning Document Public Copy retrieved

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On March 24th, 2009 from:

http://www.ci.richland.wa.us/RICHLAND/police/docs/61/docs/Stategic%20Positioning

%20Document%20Publics%20Copy.pdf?CFID=1493519&CFTOKEN=86744277

Online Job Summary:

Slavin Management Consultants, (1996) City of Concord Job Summary retrieved on March 24th,

2009 from: http://www.ci.concord.nh.us/PERSONNEL/CLASSSPECS/CHIEF%20OF

%20POLICE%20Revised%204-19-07.pdf

Online University:

Western Illinois University, (2006) Official University Policy Manual Retrieved on March 29th,

2009 from: http://www.wiu.edu/policies/deptresp.php

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