16.1.1 The agency has a position management system, which provides the following information:

Commentary: The intent of this standard is to establish controls on the number, type, and location of all authorized positions in the agency and to determine whether each position is filled or vacant. Accurate information on position status should ensure that persons on the payroll are legally employed and that positions are filled in accordance with budget authorizations. Accurate accounting of positions should also facilitate recruitment, selection, and training schedules; allow for accurate decisions in filling vacant positions through transfers and promotions; enhance career development; and reduce grievances.

(N/A O O M)

16.1.2 The agency allocates personnel to, and distributes them within, all organizational components in accordance with documented periodic workload assessments.

Commentary: The intent of the standard is to encourage the equalization of individual workloads among and within organizational components. The analysis should specify all incidents and factors used in making each workload assessment and indicate any time and location factors necessary to complete a task. The method used to determine workload assessments in the patrol component will generally differ from other components within the agency, however, all components should periodically receive an assessment, especially if the agency is in a strategic transition such as the implementation of community oriented or problem oriented policing.

Basing the allocation of personnel on workload demands can have a significant influence on the efficiency and effectiveness of the agency. The agency should attempt to prevent over or understaffing by ensuring that the personnel strength of an organizational component is consistent with the workload. The nature or number of tasks and their complexity, location, and time required for completion are some of the factors influencing workload demands. The process of allocating personnel to each organizational component also permits the agency to determine the overall number of personnel required to meet its needs and fulfill its objectives.

The allocation of personnel to the patrol component should, at a minimum, take into account the number of incidents handled by patrol personnel during the specified period; the average time required to handle an incident at the patrol level, which can be computed through a sampling of cases; calculation of the percent of time, on the average, that should be available to the patrol officer for handling incidents during a specified period, such as an eight-hour shift; and time lost through days off, holidays, and other leave, compared to total time required for each patrol assignment.

Patrol personnel should be distributed in accordance with temporal and geographic distribution of incidents or in accordance with community policing strategies. This is one of the primary means of improving the agency efficiency and effectiveness. The agency’s system for determining the appropriate proportional distribution should take into account incidents, locations, variations in workload, and deployment strategies. The workload assessment system should be documented and include an outline of the calculations required, plus any source documents, personnel, and/or equipment necessary to accomplish the task. There is no single assessment system that is suited for every agency’s needs. Using reliable data and reasonable calculations, the agency should reach valid conclusions about workload within each component of the agency. Periodic assessments of all components of the agency should help support increased agency performance and service delivery with available resources. The assessments may also help identify unusual workload demands that can be addressed through new management strategies.

16.2.1 A written directive requires an annual review of each specialized assignment for the purpose of determining whether it should be continued. This review shall include:

Commentary: Decisions regarding the continuation of specialized assignments are important to the agency. The agency is given wide latitude in identifying specialized assignments (see Glossary), but should consider standard 16.2.2 and determine which assignments might be better served with agencywide competition and selection criteria. The development of an annual formalized review of all specialized assignments should help avoid overspecialization and ensure the continued effective operation of agency specialization.

(N/A O O O)

16.2.2 The agency announces anticipated openings for specialized assignments agencywide and fills those positions through a selection process.

Commentary: Advertising agencywide for specialized assignment openings provides a large base of candidates and gives employees a greater choice of career opportunities. It also minimizes the feeling that selection is based on favoritism. However, for security reasons, it is not necessary for the agency to announce, in writing, openings for undercover or similar assignments.

The agencywide announcement should describe the selection criteria for the position(s) to be filled. The criteria should be based on the skills, knowledge, and abilities required for the specialized assignment, including formal education, experience, any specialized skills, and length of experience required.

The agency should fill positions to vacant specialized assignments through a selection process. The process may be informal but should consider all responses to the announcement and follow the criteria established.

16.2.3 If the agency allows temporary or rotating assignment of sworn personnel, a written directive describing the agency procedure, will include:

Commentary: Through temporary assignments and job rotation, the employee may be afforded an opportunity for individual growth as well as improved job satisfaction and performance. As employees acquire additional skills, knowledge, and abilities, the agency benefits from an expanded pool of employees prepared to assume the responsibilities of a number of positions.

(O O O O)

16.3.1 A written directive establishes and describes the agency’s reserve officer program.

Commentary: terminology describing reserve officers can vary from jurisdiction to jurisdiction and for the purpose of this manual, the glossary term will be used. Reserve officers generally assist full-time sworn personnel in the day-to-day delivery of law enforcement services and for emergencies, consistent with applicable law. To accomplish these tasks, they may require law enforcement powers equivalent to those of full-time officers. The directive should describe the duties and responsibilities of reserve officers, define their authority and discretion in carrying out their duties, including any limitations or restrictions to this authority, and delineate the amount of supervision they are to receive.

(M M M M)

16.3.2 The selection criteria for reserves are the same as that for full-time officers.

Commentary: Reserve officers are required to perform the same duties and accept the same hazards and responsibilities as full-time officers. Educational level, experience, physical condition, and other selection criteria applicable to full-time officers apply equally to reserves. Some reserve officers may bring with them specialized skills not normally found in entry-level, full-time officers. The process of selection may be different from that of full-time officers, but the criteria are the same.

(M M M M)

Commission interpretation (march 21, 1997)— concerning "Education Criteria": if an agency utilizes a restricted category of reserve officer, one who works only in the presence of a full-time sworn officer of the agency; never works independently or without direct supervision; and does not autonomously perform the same duties as full-time officers; then that agency may fulfill the educational level requirement of this standard for those specific reserve officers through proof of their graduation from high school or equivalent. All other selection criteria applicable to full-time officers will apply. Reserve officers who are allowed to function independently must adhere to all selection criteria of the agency; to include any advanced educational requirements.

16.3.3 The agency requires all sworn reserve officers to complete a recruit academy training program comparable to that required in standard 33.4.1, prior to any routine assignment in any capacity in which the reserve officer is allowed to carry a weapon or is in a position to make an arrest, except as part of a formal field training program required in standard 33.4.4. If the agency restricts or prohibits reserves from performing specific functions, topics related to those functions may be omitted from the curriculum.

Commentary: The intent of this standard is to ensure that reserve officers receive training equal to that required of full-time officers in those areas of assigned duties and responsibilities. The training should be the same as that received by full-time officers or an equivalent, parallel course that meets the requirements of standard 33.4.1. The subject matter in the training program should cover topics related to assigned duties and responsibilities to the same extent that full-time officers are trained to perform like functions. Training hours and schedule may vary to accommodate the reserve schedule and the course duration may be extended.

If a comparable recruit training program for reserves exists in the state, successful completion of this program will fulfill the requirements of this standard.

(M M M M)

16.3.4 Uniforms and equipment for reserve officers are the same as those for full-time officers performing like functions.

Commentary: Equipment and uniforms for reserve officers, except for insignia, patches, or badges, should not be distinguishable from those of full-time officers. However, quantity of uniforms and equipment may be reduced to reflect the level of activity of reserve officers. The purchase of equipment/uniforms may be the responsibility of the reserve officer.

(O O O O)

16.3.5 Reserve officers receive in-service training equivalent to that statutorily required for full-time officers performing like functions.

Commentary: None.

(M M M M)

16.3.6 Reserve officers are trained in use-of-force policy(s) and tested for firearms proficiency with the same frequency as full-time officers.

Commentary: Reserve officers’ schedules may not permit participation in regularly scheduled firearms training. They should qualify either as a part of the regularly scheduled program or in a special reserve qualifications program. Qualifying standards and scores for reserve officers should be identical to those for regular officers.

(M M M M)

16.3.7 Reserve officers are bonded and/or provided with public liability protection equal to that provided to full-time officers.

Commentary: The protection attached to the functions of full-time officers should be provided to reserve officers.

(M M M M)

16.4.1 A written directive establishes and describes the agency’s auxiliary program to include:

Commentary: Auxiliaries are not commissioned as law enforcement officers and do not have the authority to make a full custody arrest. Auxiliaries may be assigned to law enforcement related community service functions. They can also be used as a resource in emergencies and large scale special events. Generally, they receive significantly less training than sworn officers or full-time employees. However if the agency chooses to involve them in various activities to assist in the day-to-day delivery of law enforcement services, it should ensure that their duties do not require the status of a sworn officer, their level of training is adjusted according to the scope of their authority, and that unauthorized weapons or equipment are not carried in the performance of their duties.

(M M M M)

16.4.2 Auxiliaries receive training in those authorized and assigned duties.

Commentary: Auxiliaries may provide services to support any law enforcement duties not requiring sworn officer status. However, if the agency chooses to use them, auxiliaries should receive training appropriate to the duties anticipated.

(M M M M)

16.4.3 If auxiliaries wear uniforms, the uniforms clearly distinguish them from sworn officers.

Commentary: To have an auxiliary appear to be a regularly sworn officer can be hazardous to the auxiliary, confusing to the public, and a potential detriment to the image of the agency. Unless the auxiliary is clearly distinguishable from the sworn officer, members of the community may expect assistance in situations for which the auxiliary is not trained or empowered to act. There should be a clear designation such as on a shoulder patch, pocket identification, or other distinctive area of the uniform, identifying the category of auxiliary. Purchase of the uniform may be the responsibility of the auxiliary.

16.5.1 Positions not requiring sworn personnel are specified as civilian positions and staffed accordingly.

Commentary: None

(N/A O O O)