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<br /> <br />it is usually intended as a brief "spot-check" of <br />particular key functions. <br /> <br />The following questions might be asked during a <br />management audit of a police agency. <br /> <br />Organization <br />. Does the department have a current organization <br />chart? <br />. Is there a clear and logical distinction between <br />line, staff, and servict: functions? <br />. Is thcre an over- or under-reliance upon task <br />specialization? <br /> <br />r <br /> <br />Management <br />. Does the department have clearly defined goals <br />and objectives? <br />. Are established goals and objectives reflected in <br />the policymaking processes? <br />. Docs the department have sufficient personnel and <br />financial resources to accomplish its goals? <br />. Are the resources of the organization being used <br />dlidently? <br /> <br />Patrol Operations <br />. Are patrol operations conducted according to <br />some logical and deliberate plan? <br />. Are patrol work schedules and deployment prac- <br />tices based upon an analysis of the kmporal and <br />locational distribution of service demand? <br />. Are patrol officers allowed <lnd encouraged to <br />conduct complete initial and follow.up criminal <br />investigations? <br />. Arc paraprofessionals employed to handk routine <br />tasks not requiring the attention of a sworn ofticer? <br /> <br />Criminal Investigation <br />. Are assign men ts to the deket j \ l di \'ision b..\sed <br />upon promotion in rank or assignment? <br />. Are "solvability factors" or some other local <br />means useu to prioritize case assig.nmclIts? <br />. Arc the dforts of individual detcctives carefully <br />monitored and evaluated? <br />. Arc daily records kept of detective activities, <br />case status, and disposi tions? <br /> <br />I <br /> <br />Support Services <br />. Are the physical facilities of the department <br />sutlicicnt to meet its current and projected nCt.'ds? <br />. Is a regular program of vehicle maintenance <br />rnaintained? <br />. Do prisoner booking procedures and detention <br />facilities conform with minimum standards <br />of safety and security? <br />. Does' the police records unit provide reliable <br />and timelv information suitable for planning, <br />directing: and evaluating police activities? <br /> <br />8 <br /> <br />Police organizations are unique in that <br />defects in the level and quality of service <br />they provide have a direct impact upon <br />citizen satisfaction and confidence In gov- <br />ernment generally. <br /> <br />Very few of these questions can or should be <br />answered by a simple "yes" or "no." Indeed, the <br />answer to these questions may spur a host of <br />related questions which, in turn, cannot be answered <br />in simple terms. However, the answers should help <br />develop recommendations for improving operations <br />and management of the department. <br /> <br />Management audits are no panacea; they rarely <br />offer simple solutions, and the recommendations <br />resulting from them cannot usually be implemented <br />without some difficulty and considerable effort. <br />Nevertheless, the management audit, if properly <br />conducted, does provide the police administra. <br />tor with a reliable means of assessing organizational <br />performance in light of contemporary standards. <br />It is but another tool which the progressive police <br />administrator may use to upgrade the level and <br />quality of services provided by the police department. <br /> <br /> <br />Pu.'!ic M..magementjDcccrn ll~r ")79 <br />