NCJ Number
199777
Journal
Campus Law Enforcement Journal Volume: 33 Issue: 1 Dated: January/February 2003 Pages: 12-16
Date Published
January 2003
Length
5 pages
Annotation
After a literature review that examines various succession planning methods and programs used by successful organizations, this article reports on research that examined the management and leadership succession in Florida university police departments.
Abstract
The literature review found that although specific succession practices and plans differ from one organization to another, there are two common themes. First, priority is given to retaining top talent; and second, there is a desire for succession planning to be more flexible and action-oriented. Generally, the most successful plans are developed and customized based on the specific analysis of the particular agency's components and needs. Regarding the research on succession planning for university police departments in Florida, each of the 12 departments in the State were contacted in advance of the distribution of the survey instrument to explain the research intentions and identify a point of contact. Ten of the 12 agencies responded to the survey. None of the responding agencies indicated they were using a systematic, step-by-step succession plan, although all mentioned the use of practices or methods that are characteristic of succession planning. The responding agencies indicated a projected loss of 42.9 percent of their supervisory/management staff by the year 2006. There were practices in the departments that would be considered grooming line officers for supervisory positions. The use of situational leadership training as well as university-sponsored courses for personnel were part of this effort. The prevalent practice of promoting from within the agency to fill supervisory and management needs would benefit from the establishment of formal step-by-step succession plans for ensuring continuity in command. Some agencies reported concern about collective-bargaining-agreement prohibitions against concepts such as one-on-one mentoring. These agencies might consider talent pools that create a number of ready-now candidates for supervisory or management vacancies. Smaller agencies may adopt the practice of allowing all members to participate in leadership development as a method of succession planning. Recommendations are offered for further research. 1 table and 11 references