Using organizational performance assessment to improve service to the community

ABSTRACT

In this paper, we present the results of a case study of an innovative organizational performance assessment approach implemented within a specialty unit of a large Canadian police service. The CIV Tool (Capability, Importance and Value) was used in the case study to identify opportunities for enhancing the unit’s performance. The CIV Tool is based on an action research methodology that focuses attention on police roles and the value these provide to stakeholders. Information garnered through the use of the CIV Tool is intended to inform actionable changes. Its use helped unit supervisors identify issues around role creep and role relevance. Working closely with team members, supervisors made changes to operating practices within the unit resulting in an increase in the services provided, a significant reduction in repeat calls for service and a positive response by unit members. These results were achieved within the existing budget and staffing levels at a time when the organization was experiencing significant budgetary challenges. These findings suggest that using the CIV Tool can provide important insights into police organizational performance that can be used for continuous organizational improvement which can enhance service delivery and employee engagement.

KEYWORDS:

• Policing organizations
• performance assessment
• police management
• CIV Tool
• Canada

Disclosure statement

No potential conflict of interest was reported by the authors.

Notes

1. CPS polices a city of 1.3 million residents in western Canada with 1900 sworn members and 700 civilian staff.

2. The participants represent half of the DCRT complement. Scheduling and work demands prevented the participation of additional DCRT members. However, all were kept apprised of the project and the outcomes by their colleagues. Further demographic details are not included to protect anonymity.

3. The findings of the focus groups are combined for efficiency as the process and the outcomes of these facilitated discussions are the key points of information.

4. This is significant because the clients do not have to repeat their experience, which can be traumatizing (Herman, 2003).

5. The process did not offer flexibility for escalated cases. For example, an EIOP file may quickly escalate to a high-risk file, which requires time-sensitive responses by the DCRT. The review protocol slowed down the processing of cases and added little value to the outcomes.

Additional information

Notes on contributors

Michael L. McIntyre

Dr. Michael L. McIntyre is a Professor of Finance in the Sprott School of Business at Carleton University in Ottawa. His research expertise focuses on organizational governance and risk management. He has worked with numerous police organizations across Canada.

Tullio Caputo

Dr. Tullio Caputo is a retired Associate Professor and currently acts as an Adjunct Research Professor in the Department of Sociology and Anthropology at Carleton University. He has spent over 30 years teaching and working with police from across Canada.

Tarah Hodgkinson

Dr. Tarah Hodgkinson is a lecturer in the School of Criminology and Criminal Justice at Griffith University in Australia. She has worked with police and communities across North America building local partnerships and improving community safety.

Lucy Wang

Lucy Wang is a graduate student in the Department of Sociology at the University of Calgary. She works directly with the Calgary Police service on community collaboration and domestic violence.

Robert Davidson

Robert Davidson is an Inspector in the Calgary Police Service. He has over 27 years of emergency services and law enforcement experience in a variety of roles and functions including search and rescue, emergency management, firefighting, and policing. He holds a master’s in organizational leadership.