11
ORGANIZATION AND ADMINISTRATION
Standards in this chapter relate to organization and administration of the agency and the application of basic organizational principles, such as organizing by function, ensuring unity of command, delineating responsibility, and delegating authority.
No attempt has been made to suggest specific organizational structures or specific titles or designations for various organizational components. To do so would limit flexibility and would make it difficult to accommodate the resources and capabilities of individual agencies.
Although basic organizational principles are emphasized in this chapter, agencies with the capacity to go beyond the application of basic principles are encouraged to explore innovative approaches to organization.
Standards in subchapter 11.4 relate to the general management and administration of the agency, including the agency’s reporting system and the forms used. The agency’s administrative reporting system will most likely be affected by new systems established through self-assessment or changes in technology. The agency should ensure that its reporting systems are providing timely information needed for the effective management of the organization. Numerous time-sensitive reporting systems (inspections, analyses, audits, reports) are affected by specific accreditation standards. Performance in these time-sensitive areas will be a focus of on-site assessments.
Standards in subchapter 11.5 relate to agency goals and objectives.
Standards in subchapter 11.6 relate to the planning and research activities of the agency. Planning is the development of strategies for bringing about a desirable future condition. Planning for a law enforcement agency involves the development and utilization of limited personnel, equipment, and resources in ways that will favorably affect future public welfare. Depending on their size and mandate, all law enforcement agencies should perform certain planning functions.
11.1 Organizational Structure
11.1.1 A written directive describes the agency’s organizational structure and functions and is available to all personnel.
Commentary: The agency may determine its own organizational structure. In organizing/reorganizing, the agency should consider applicable standards within the various chapters of the standards manual. The intent of this standard is to provide a written description of the agency’s organization. The agency’s organizational chart (see 11.1.2) should coincide with this description.
Functional responsibility may be assigned to an individual position or a component specifically created and staffed (subchapter 16.1). Functional responsibility for several activities could also be assigned to a single position or component, as needed.
(M M M M)
11.1.2 The agency’s organizational structure is depicted graphically on an organizational chart that is reviewed and updated as needed. The chart is accessible to all personnel.
Commentary: The chart should coincide with the written description and reflect the formal lines of authority and communication within the agency.
(M M M M)
11.2 Unity of Command
11.2.1 Each employee is accountable to only one supervisor at any given time.
Commentary: agencies with decentralized strategies or community oriented policing may deploy supervisors geographically rather than temporally. Employees should have a clear understanding of the reporting relationship and accessibility to a supervisor.
(M M M M)
11.2.2 Each organizational component is under the direct command of only one supervisor.
Commentary: None.
(MMMM)
11.3 Authority and Responsibility
11.3.1 A written directive requires that:
a. responsibility is accompanied by commensurate authority; and
b. each employee is accountable for the use of delegated authority.
Commentary: The intent of the directive should be to establish a policy guideline for the delegation of authority. At every level within the agency, personnel should be given the authority to make decisions necessary for the effective execution of their responsibilities. The delegation of authority should be consistent with the agency’s organizational values and mission statement.
(M M M M)
11.3.2 A written directive states that supervisory personnel are accountable for the activities of employees under their immediate control.
Commentary: None.
(M M M M)
11.4 General Management and Administration
11.4.1 A written directive specifies an agency administrative reporting program, to include:
a. a listing of all administrative reports;
b. a statement as to the person(s) or position(s) responsible for the formulation of the report(s);
c. a statement of the purpose of the report(s);
d. a statement of the frequency of the report(s); and
e. a statement of the distribution of the report(s).
Commentary: Examples of administrative reports include daily reports, monthly reports, annual reports, etc. These reports are designed to provide information within the agency on a day-to-day operational basis as well as provide a mechanism to report agency activities outside the immediate structure of the agency.
(O O O O)
11.4.2 The agency has a written directive to ensure accountability for agency forms that includes procedures for development, modification, approval, and review.
Commentary: The intent of this standard is to ensure accountability of all forms used by the agency. This standard does not apply to forms supplied by other agencies, e.g., courts, for departmental use or to forms controlled by another level of government, e.g., a state traffic authority. The responsibility for the forms development and control should be vested in an identifiable person or function. The procedures should ensure that the information on agency forms is not duplicated; that the review for new or modified forms includes the functions that the forms should be used for, that the format is consistent with the records maintenance or data-processing requirements of the agency; and that the chief executive officer, or designee, should be required to approve forms prior to use.
(O O O O)
11.5 Goals and Objectives
11.5.1 A written directive requires the formulation and annual updating of written goals and objectives for the agency and for each organizational component within the agency. Established goals and objectives are made available to all affected personnel.
Commentary: None.
(M M M M)
11.5.2 The agency has a system for evaluating the progress made toward the attainment of goals and objectives.
Commentary: None.
(O O O O)
11.6 Planning and Research
11.6.1 A written directive describes the activities of the planning and research function and specifies how they should be organized or assigned.
Commentary: None.
(O O M M)
11.6.2 Operational and organizational placement of the planning and research function ensures the following:
a. access to necessary information resources; and
b. accessibility to the agency’s chief executive officer.
Commentary: The planning and research effort should be related as directly as possible to the agency’s chief executive officer. Such proximity enhances the planner’s ability to collect data and make programmatic recommendations.
(O O M M)
11.6.3 If analytical reports are used, a written directive requires that they are distributed to the affected organizational units.
Commentary: None.
(M M M M)
11.6.4 The agency has a current, multiyear plan which includes the following:
a. long-term goals and operational objectives;
b. anticipated workload and population trends;
c. anticipated personnel levels;
d. anticipated capital improvements and equipment needs; and
e. provisions for review and revision as needed.
Commentary: The planning process and its end product are essential to effective agency management. The agency should have a clear written articulation of goals and objectives and a plan for achieving them. The plan should cover successive years beyond the current budget year and should contain provisions for frequent updating.
(N/A O M M)