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Efficient and Effective Guidelines for Meeting the Mission of the Future

NCJ Number
FBI Law Enforcement Bulletin Volume: 76 Issue: 10 Dated: October 2007 Pages: 6-11
Matthew E. Parsons
Date Published
October 2007
6 pages
This article provides guidance for achieving organizational change by cultivating and maintaining effectiveness and efficiency among all personnel of the Naval Criminal Investigative Service (NCIS), the U.S. Department of the Navy's primary law enforcement agency.
The NCIS is experiencing change on two fronts. First, it must move from a reactive law enforcement model to a proactive agency prepared to meet terrorist, counterintelligence, and criminal threats to the Navy and to the Nation. The second front for NCIS change is the loss to retirement of nearly 40 percent of all NCIS special agents (SA's) within the next 5 years. Current planning objectives within the Far East office of NCIS depend on identifying SA's who can be molded into model employees and leaders. This will involve assessing personnel needs at various NCIS sites and designing the best method of building them into ideal employees or supervisors with the traits, attributes, knowledge, and skills required to be "effective" (having innovative vision for moving the agency forward in its mission) and "efficient" (mastering performance of routine duties). The process for evaluating whether NCIS is achieving such personnel building can begin once the terminology for achievement is standardized and a common understanding of "effectiveness" and efficiency" is realized. In the Far East office, the process is being assessed by issuing each manager a spreadsheet with instructions to list all employees and subjectively rate them, independent of annual performance evaluations. The aim is to determine the level of effectiveness and efficiency that agents have in accomplishing their mission and duties. Any deficiencies are to be identified and the reasons for each deficiency are to be determined and addressed.