just the points goal, the supervisor has a more difficult time taking the Officer “meeting” to task as he/she is accomplishing the official productivity requirements. An alternate system, where the Lieutenant, Sergeants and Officers on a shift to determine individual productivity goals, receive regular feedback from their supervisor, and measure accomplishment of those goals throughout the year will likely have greater success in providing the desired accountability. As part of this system supervisors should be provided regular (i.e. monthly) statistical reports showing individual Officer’s productivity, such as reports written, investigations conducted, arrests made, field contacts (e.g. vehicle and pedestrian stops), citations or warnings issued, and number of calls for service handled. This information can and should be part of the information used by the supervisor to evaluate an Officer’s overall performance for the month and year. (1) Factors to Consider in Establishing Patrol Staffing Levels. The project team uses an analytical approach to determine the staffing level required in a community such as Springdale. The approach is characterized by several key factors that provide the basis for objective evaluation of a police department’s patrol force: Staffing should be examined based on the ability of current staff to handle the › calls for service generated by the community (and the related work such as report writing and processing arrestees); as well as providing sufficient time for proactive activities such as directed patrol, traffic enforcement and addressing on-going issues/problems in a neighborhood. Staffing is dependent on the time officers are actually available to perform the › work required of the patrol function. In this evaluation, leave hours usage and time dedicated to administrative functions are examined. Policy is made by selecting a of proactive, or uncommitted, time that is › deemed to be appropriate for the community this can be established by the – Chief, City Manager and/or elected officials. In the case of Springdale, the project team recommends a target of an overall average of 40% uncommitted
just “meeting” the points goal, the supervisor has a more difficult time taking the Officer to task as he/she is accomplishing the official productivity requirements. An alternate system, where the Lieutenant, Sergeants and Officers on a shift to determine individual productivity goals, receive regular feedback from their supervisor, and measure accomplishment of those goals throughout the year will likely have greater success in providing the desired accountability. As part of this system supervisors should be provided regular (i.e. monthly) statistical reports showing individual Officer’s productivity, such as reports written, investigations conducted, arrests made, field contacts (e.g. vehicle and pedestrian stops), citations or warnings issued, and number of calls for service handled. This information can and should be part of the information used by the supervisor to evaluate an Officer’s overall performance for the month and year. (1) Factors to Consider in Establishing Patrol Staffing Levels. The project team uses an analytical approach to determine the staffing level required in a community such as Springdale. The approach is characterized by several key factors that provide the basis for objective evaluation of a police department’s patrol force: › Staffing should be examined based on the ability of current staff to handle the calls for service generated by the community (and the related work such as report writing and processing arrestees); as well as providing sufficient time for proactive activities such as directed patrol, traffic enforcement and addressing on-going issues/problems in a neighborhood. › Staffing is dependent on the time officers are actually available to perform the work required of the patrol function. In this evaluation, leave hours usage and time dedicated to administrative functions are examined. › Policy is made by selecting a of proactive, or uncommitted, time that is deemed to be appropriate for the community – this can be established by the Chief, City Manager and/or elected officials. In the case of Springdale, the project team recommends a target of an overall average of 40% uncommitted