On
April 20th, 2015, Kevin Schofield became chief of the Windham Police
Department. Since then it has been established that there is a more effective
way to run his department. Last Tuesday, at the town council meeting, Schofield
and Lieutenant James Boudreau presented a proposal for departmental
restructuring that would potentially eliminate the need for overtime, increase efficiency
and provide an improved, safer environment for patrol officers; all with little
or no cost to the town.
To
accomplish this, a Strengths, Weaknesses Opportunities and Threats (SWOT) analysis
of the department was developed. “Shortly after becoming chief, I began
assessing the police department from several different aspects, to include the
organizational rank structure. During my first couple of months, I met with
people meeting one-on-one with many of the staff to go over what areas they can
improve, what new projects/functions they should do, what are their strengths
and what current functions can they do away with,” Schofield explained.
The
current administrative structure of the chief and the lieutenant was developed
in 1982. “I’m not saying it’s not valid but the world has changed in 35 years;
and most certainly the Windham Police Department,” acknowledged Schofield.
So
what does it take to run a police department?
“In my ten years of managerial experience in three different
communities, it changes significantly. Those changes revolve around updating
mandated policy, mandated training, mandated regulatory issues and grant
preparation for acquiring the tools necessary to perform their duties. These
take a lot of man hours,” Schofield said.
To
this end, an internal methodology committee was born, to get more detailed
feedback. “The committee I formed consist of Lieutenant Boudreau, Sergeant
David Bonneau, Detective Paul Cox and Officer Jason Burke and charged to render
feedback through the use of a survey so that we all have a buy-in to put input
into the department,” said Schofield.
All
facets of the organization were represented. “We had a good cross section of
the department which then developed a survey to distribute to the rest of the staff,”
continued Schofield. This committee was then charged with reviewing, making
recommendations, and then generating a report.
The
end result was the recommendation to create a two-assistant-to-deputy chief structure,
where one person would be in charge of patrol operations and the other would
support investigations and support services. “With this recommendation is the
elimination of our currently hourly administrative sergeant position,” said
Schofield.
The
span of control and areas of responsibility of the administrative sergeant
position is deemed as far too broad. “Currently the administrative sergeant
supervises six various positions and also performs several administrative
functions including but not limited to scheduling, vehicle inventory and
maintenance as well as property procurement,” explained Schofield.
The
second facet of the proposal was to create a detective sergeant position that
would maintain a level of investigative responsibilities. This position would
also perform first line supervision such as case management review and also
functioning as department court liaison officer.
“The
advantages of doing this (is) that it would clearly define administrative roles
as they pertain to each division of the department, creates a defined chain of
command, helps alleviate (the) amount of current paperwork, creates more
managerial capacity within the department and opens opportunities for
nationally recognized opportunities like the FBI and NA (National Academy),”
said Schofield.
“What’s
real important to me, and a goal I hope to achieve is create more managerial
opportunities in the department. Someday when I decide to hang it up for good,
nothing would satisfy me more than to have one of the officers in this room to
be able to sit at my desk,” concluded Schofield.
Little
time was wasted in digesting this proposal. Without hesitation, council chair
Donna Chapman said, “I think it looks like we should be putting this into the
upcoming budget. I support this because we’ve grown as a community and the
police department hasn’t grown to keep up with that.”
Like
any restructuring, it is difficult to forecast what the budgetary implications
would be. To this end, councilman Tim Nangle
raised the question of the potential financial obligation to the town.
“Based
on prior experience and the fact this change does not add a sergeant position,
I would anticipate the impact on the budget to be negligible in either
direction,” responded Schofield. To
further reiterate, “My intent is to utilize internal personnel. As far as an
added cost, my proposal would eliminate the sergeant position. Somebody would
be promoted which would require an increase in base salary, but with the
potential loss of need for overtime, that amount would be decreased or
eliminated altogether,” continued Schofield.
It
was agreed by all council members, that Chief Schofield put together a worst
case scenario of potential financial obligations that the town may need to
absorb. A February 7th meeting was tentatively scheduled for further
discussion and to review information requested by the council that could be
presented to the finance
committee.
“Our
goal tonight was simply to share these ideas with you to give you the
opportunity to ask questions, not to look for any conclusions or consensus. It
may take more time for people to process this. The plan at this point would be
to do what we did with the budget for last year (which) is to use the strategic
plan as a starting point,” concluded town manager Tony Plante.