11 Police Officer Allocation Study

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will have on the agency. The department is clearly looking forward to its implementation. A working copy of the patrol staffing model is provided to the department for future use as well as information on determining investigative workloads. Law Enforcement Management Services will continue to provide support in the use of these models as requested by the department. Staffing decisions however, are still a matter of public concern and the final decision is in the hands of the elected leadership of a city. In order to make those decisions, the department must provide accurate data, explain the need, and provide the logical outcomes of the different decisions. Chapter 8 of this report outlines some of the possible impacts of staffing decisions within a police agency. The department is very well organized and managed, and performs it job remarkably well. During this study, a number of ideas were discussed with the Command Staff that will allow the department to maximize it use of the new CAD and Records Management System. Those ideas were well received and are being acted on during training and implementation. Chapter 2 CURRENT ORGANIZATION AND STAFFING The Organization of a department can affect the operational characteristics and performance of an agency. Functions which need to operate closely should be grouped together under the same organizational component and be supervised by the same commander. The Paris Police Department is organized along traditional lines for cities of similar size. The organization appears to be well designed with an Assistant Chief who reports to the Chief and handles many of the daily operations and three Lieutenants supervising the three major departmental functions of Patrol, Investigations, and Services. The Patrol Division consists of four patrol shifts, each supervised by a Sergeant and a Corporal. Each shift has seven patrol Page 11