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by Michael Monks
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An internal survey of the Covington Police Department indicates that a majority of its officers suffered low morale with many also citing difficulties with the department's leadership. Management Partners, the Cincinnati-based consulting firm that was contracted to review each department within the City of Covington, conducted the survey. Two-thirds of the department's employees responded with nearly sixty-percent of the response coming from patrol officers. When offered the statement, "I like my job", sixty percent responded that they agree or strongly agree, but more than sixty-five percent also said that they disagree or strongly disagree that "politics are kept to a minimum".
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More than half also disagreed or strongly disagreed that employees are rewarded for improving work processes, that if additional training is needed that it is easy to get, and that managers and supervisors make it easy for employees to do their work well. Overwhelming pluralities also disagreed that different departments within the agency cooperate with each other and that they have the equipment they need to do their work well.
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"Management pays careful attention to employee suggestions" received the strongest rebuke in the survey with sixty-five percent disagreeing or strongly disagreeing while only five percent agreed or strongly agreed. "I can trust what management tells me" was also rebuked with nearly sixty percent disagreeing or strongly disagreeing while more than fifty-five percent disagreed or strongly disagreed that there is a "spirit of teamwork" in the department. Nearly half did not believe that managers or supervisors seek to recognize employees for the good work they perform while only twenty percent agreed that they do.
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| Lee Russo |
Former Police Chief Lee Russo, who resigned his position while the Management Partners audit was still in the process of being conducted, was an upopular figure with the rank-and-file of the department. The Fraternal Order of Police nearly unanimously passed a vote of no confidence in the chief just a few years ago, half-way through Russo's five years with the department. In accepting his resignation, the Covington City Commission agreed to a non-disparagement clause with Russo disallowing any of the City's elected or appointed leadership to comment on whether the Management Partners audit played a role in his exit. He was replaced by Assistant Chief Spike Jones.
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The survey results did not entirely spell out a gloom and doom scenario within the department, however. More than fifty-five percent responded that they are proud to be a Covington Police officer while only seven percent disagreed with that statement. But the issue of low morale weighed more heavily in the survey results. The City's financial crisis, which neary half of the respondents believe the City is facing, and which prompted the Management Partners review, has also taken its toll. Sixty-five percent agreed or strongly agreed that health care changes accepted in the spring affected morale negatively and more than sixty percent agreed or strongly agreed that the City's financial health has also negatively affected their morale.
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ADDITIONAL RECOMMENDATIONS FROM MANAGEMENT PARTNERS REGARDING THE POLICE DEPARTMENT:
Noting that eleven percent of the department's employees hold a management position, Management Partners suggesting moving toward reducing that percentage to seven percent. The firm recommends the elimination of the rank of Captain and the addition of a second assistant chief of police. Three lieutenants would each be given supervisory command over one of the three shifts, while another lieutenant would oversee investigations and another would supervise support staff.
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Management Partners recommends Covington Police Department implement the CompStat model of managing its operations. The CompStat model is an information-driven, multi-faceted approach to police service which originated in the New York City Police Department in the 1990s. It is characterized by continuous analysis of operational results aimed at realizing targeted outcomes and adjusting tactics and deployment based on success and failure.
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OTHERS:
-Close Covington's 911 emergency dispatch center
-Receive 911 emergency dispatch services from Kenton County
-Eliminate the Sergeant's position in the records division
-Hire part-time clerical workers for the records division with the savings from the elimination of the sergeant's position
-Disband community outreach program and implement its mission into the patrol bureau; Transfer community outreach personal into patrol bureau; reclassify sergeant in community outreach program to patrol officer
-Adopt a command staff code of behavior
The report concludes:
"This organization review of the Covington Police Department makes recommendations for improving effectiveness while reducing the cost of service. The primary recommendation included in this report has already been acted on by the Covington City Commission when it decided to eliminate its own E-911 Center and obtain service from Kenton County. This action will save Covington in excess of $1,000,000 annually and will improve customer service in many jurisdictions currently served by Kenton County E-911 by providing a state-of-the-art records management system for the Kenton County E‐911 Center.
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A reorganization of the command and management staff will provide a leaner management structure and reduce costs by nearly $500,000 a year. At the same time, the department will be better positioned to implement a CompStat model of police service that has proven to be effective in crime control.
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While overall personnel resources are adequate in number, redeployment and repositioning of those resources as recommended in this report will more appropriately match street strength to demand."
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Read the full report from Management Partners: Click Here (PDF)
Read the full report from Management Partners: Click Here (PDF)
