This capstone project analyzes succession planning options for the City of Naples Police Department. The document provides background on the agency and identifies the lack of a current succession plan as a problem. Four alternatives are considered and evaluated based on legal, financial, organizational, and political criteria. The standardized succession plan within the organization alternative scores highest. The proposal recommends implementing this alternative in six phases, with an evaluation process to assess strengths, weaknesses, and effectiveness in developing future leaders.

1. EDISON STATE COLLEGE
ANALYTICAL RESEARCH PROJECT
CAPSTONE PAD 4878
Succession Planning to Develop Future Leaders
SUBMITTED BY: John Barkley
PROFESSOR: Dr. Richard H. Worch Jr.
DATE: July 28, 2013

2. STATEMENT OF THE PROBLEM
The best method for implementing a succession plan in the
City of Naples Police Department in order to prepare future
leaders in the organization.

3. Historical Background of Agency
• City of Naples Police Department Established by city charter in
1946.
• 72 sworn officers and a non-sworn and support staff of 35.
• Supervisory staff comprised of a Chief, 2-Captans, 4-Lieutenants,
10-Sergeants.
• Uniformed officers work rotating 12 hour shifts.
• City jurisdiction consists of 14 square land miles and 13 square
miles of water.
• Very affluent community, enjoys a low crime rate.

4. • Agency does not currently have a succession plan in place.
• Supervisors leave agency in fairly close intervals.
• Supervisors left in their place were inexperienced and lacked
training.
• Last three Captains have been selected from outside of the agency.
• Officers feel that there is no future after rank of lieutenant.
• Promoting from within creates movement, hiring from outside
creates a stagnant agency.

5. • If no changes are made, cost to agency will be more than monetary.
• Time involved will be well spent and can develop program in-
house.
• Mentoring program good for everyone involved including the
mentors.
• Getting buy-in from the agency will be easier when the members
see the benefit.
• Majority of resources will be from within the agency.
• A large portion of training will occur in-house.

6. History of Problem
• Agency grew by 5-6 officers at a time.
• Groups of officers would retire around the same time, many of
them supervisors.
• Only 2 Captains positions within the agency.
• Last three Captains hired from outside of agency.
• Created a feeling that there is no opportunity to achieve rank over
lieutenant.
• Froze rank movement from within the organization and morale
suffered.

7. Root Causes of Problem
• Career path planning eliminated from evaluations by city H.R.
• No mentoring or clear career paths set up for younger officers.
• No succession plan in place.
• No mentoring or clear career paths in place for new supervisors.
• Promotional policies had not been modified in several years.
• Eliminating any promotions from within the agency has a huge
effect.

8. Stakeholders
• Implementation of a succession plan would affect entire agency.
• Officers at every level would be affected by mentoring program.
• The higher rank in the agency the promotion is, the more members
affected.
• Current practice has been hiring a captain form outside of the
agency, negates movement in agency.
• Creating leaders from within the agency will give the citizens of
Naples experienced leaders that know the needs of the community.

9. First Case Study
• Fire Rescue Service in Canada
• Standardized succession plan within the organization.
• Most organizations lack a formalized succession plan.
• Succession plans even less common in the public sector
• Important to change the culture of the organization.
• Recommended a six step process for succession program.
References: Whitton, R. J. (2006). Use of succession planning to
improve leadership capacity within the whistler fire rescue service.

10. Second Case Study
• Large Court system on east coast of United States.
• No succession plan in place.
• Organization culture will need to change.
• Fear of the unknown causes hesitation by members of the
organization.
• Suggested that program be implemented in several steps.
Reference: Robinson, K. E. (2009). Evaluation of succession
planning to improve court employees' career development
opportunities.

11. Third Case Study
• Large County in eastern United States.
• Implemented a succession plan in two separate phases.
• Uses a professional development plan for employees.
• Plan provided a “roadmap” for employees so they knew what they
needed.
• Creating plan internally helped keep costs lower.
Reference: Holinsworth, S. R. (2004). Case study: Henrico county,
virginia: Succession management: A developmental approach. Public
Personnel Management, 33(4), 475-486.

12. Literature Review #1
• State of California
• Retirement benefits offered at age 50, causing issues with budgets.
• Many young law enforcement executives are leaving for private
sector.
• Senior Law enforcement officials do not think younger officers are
qualified.
• Reality is officers are better trained than they were 20 years ago.
Reference: Garcia, M. (2008). Plugging the dike viable options for
filling the looming law enforcement leadership vacuum. Journal of
California Law Enforcement, 42(1), 19-26.

13. Literature Review #2
• Author compares succession planning in the private and public
sectors.
• Very little attention paid in private sector and even less in public
sector.
• Points out four obstacles that public sector leaders must overcome.
• Entire organization needs to be involved in succession planning.
• Future health of the organization depends on it.
Reference: Schall, E. (1997). Public-sector succession: A strategic
approach to sustaining innovation. Public Administration
Review,57(1), 4-10.

14. Literature Review #3
• Workforce and succession planning.
• Agencies need realistic information on the capabilities of their
staff.
• Mindset of leaders must change to include long term succession
planning.
• This method includes human resources as a key component.
• Method must be coordinated with every different department.
Reference: Pynes, J. E. (2004). The implementation of workforce and
succession planning in the public sector. Public Personnel
Management, 33(4), 389-404.

15. Literature Review #4
• Leadership Development Program.
• Suggests nine specific tasks to be monitored by human resources.
• Superior organizations have superior leaders.
• Great leaders are in short supply.
• Program can be costly to implement.
Reference: Pernick, R. (2001). Creating a leadership development
program: Nine essential tasks. Public Personnel Management, 30(4),
429-444.

16. Literature Review #5
• Studies connections between workforce planning and succession
planning.
• Identifies key component of succession planning as assessment.
• Conduct assessments on both employee and organization.
• Downsizing and hiring freezes have created large gaps in ages and
times of employees.
• Implemented strategic planning along with succession planning.
Reference: Kim, S. (2003). Linking employee assessments to
succession planning. Public Personnel Management, 32(4), 533-547.

17. First Alternative
• The standardizing succession plan within the organization
alternative to not having a succession plan.
• Standardized succession plan shows the members of the
organization a clear path to leadership.
• Shows what is expected of them personally and what the agency
will provide.
• Numerous benefits to promoting from within the organization.
• Includes a mentoring program for all levels of supervisors.

18. Second Alternative
• The employee assessment/succession plan alternative to not having
a succession plan.
• Suggests a key component in succession planning is assessment of
both the employee and the organization.
• Long term strategic planning is used along with succession
planning.
• Attempts to identify future needs of the organization.
• Uses human resources in assessment process.

19. Third Alternative
• The Leadership Development Program (LDP) alternative to not
having a succession plan.
• The LDP suggests following 9 specific tasks that answer questions
specific to the organization.
• The tasks give the participants a good view of where they are and
where they need to be.
• Program also factors in evaluation so the agency can see if it is
working for them.
• Program can be managed from within the organization.

20. Forth Alternative
• The workforce and succession planning alternative to not having a
succession plan.
• Provides agencies with realistic information on the capabilities and
talents of their employees.
• Workforce planning is normally a function of human resources.
• Matches current supply of qualified personnel with future demand
of agency.
• Will create extra work for human resources, additional funding
necessary.

21. Discussion of Quantitative and Comparative Analysis
• This project is attempting to show the best method for implementing
a succession plan in the City of Naples Police Department in order to
prepare future leaders in the organization.
• Two different analytical methods were used; comparative analysis
and quantitative analysis.
• Comparative analysis helped develop four possible alternatives to
the problem.
• The quantitative analysis helped select the best possible solution to
the problem based on different factors.
• Quantitative analysis focused on four areas; legal, financial,
organizational and political.

22. Scoring Scale for Legal
5- No Legal Restrictions at any level.
4- Some Legal Restrictions, usually a rule or policy that can be
overcome with ease, (a simple vote or decision i.e. Union Contract)
3- Some Legal Restrictions, usually an ordinance that requires city or
county action to change.
2- Some Legal Restrictions, usually an administrative code that
requires action by a state or federal regulatory agency to amend.
1- Some Legal Restrictions, usually a federal title or state law that
requires legislative
action or court action to amend or change.
0- An absolute legal restriction, either a federal or state constitutional
prevention.

23. Scoring Scale for Financial
5- No Financial Restrictions, sufficient funds exist for this alterative
4- Some Financial Restrictions, usually requiring the internal moving
for funding from one source to another requiring outside
government approval, either a city manager, city council, county
commission, or legislative.
3- Some Financial Restrictions, usually requiring the addition of a
new funding source to be added to the organization’s budget from
outside existing sources without requiring any new taxation.
2- Some Financial Restrictions, usually requiring the addition of a
new funding source to be added to the organization’s budget from
additional revenue sources requiring new taxation.
1- No new monies exist for this project nor will new monists be
sought or approved.
0- Not application to the agency.

24. Scoring Scale for Organizational
5- A positive impact on organization personnel with no negative
consequences.
4- A positive impact or organizational personnel with only a slight or
small impact of negative consequences.
3- A positive impact on organizational personnel that has an equal
negative impact.
2- A positive impact on organizational personnel that has a greater
amount of negative impact.
1- No positive impact to organizational personnel.
0- No positive impact to organizational personnel and instead creates a
negative impact.

25. Scoring Scale for Political
5- A positive political impact on the service jurisdiction with no
negative consequences to the organization.
4- A positive political impact on the service jurisdiction with only a
slight or small impact of negative consequences to the
organization.
3- A positive political impact on the service jurisdiction with
significant negative consequences to the organization.
2- Some positive political impact to the service population and no
positive political impact for the organization.
1- No positive political impact to the service population and no
positive political impact for the organization.
0- Not application to the organization.

26. Legal Financial Organizational Political
1
An examination of the organization’s three-year goals, including the next year implementation plan for these goals, in relation to this
selected possible alternative.
2
An examination of any proposed public policy changes to the organization and its relationship to this selected possible alternative.
3
An examination of the organization’s budget regarding its impact on this selected possible alternative.
4
An examination of the organization’s organizational chart and its rationale for the organizational structure in relation to this selected
possible alternative.
5
An examination of the organization’s employee performance evaluation system in relation to this selected possible alternative.
6
A review of the organization’s existing policies and your problem statement in relation to relevant state and federal employment
laws.
7
A review of the organization’s collective bargaining agreement regarding this selected possible alternative.
8
A review of the organization’s emergency and/or strategic plan(s) addressing mitigation and response, including threats, to this
selected possible alternative.
9
A review of the organization’s emergency and/or strategic plan(s) addressing mitigation and response to natural disasters regarding
this selected possible alternative.
10
An examination of the organization’s human resource policy regarding proper staffing, to include the negative impact of job-related
stresses, regarding this selected possible alternative.
11
An examination of the ethical issues common to this organization in relation to this selected possible alternative.
Category Points
Total Points

27. Alternative 1: Standardized Succession Plan Within The
Organization
DISCUSSION OF CRITERIA USED TO DETERMINE THE
WEIGHTS FOR ALTERNATIVE 1: L-2
The weight assigned to this outcome is: 5
An examination of proposed policy changes to the organization
shows that there would be little to no legal restrictions. Minimal
changes would need to be made to the policies of the organization to
include changes for the succession plan. Executive directives may
also need to be sent out in regards to the plan.
Naples Police Department. (2010). General Orders (General Order
#79, Promotions). Naples FL: Office of the Chief of Police.

28. Alternative 1: Standardized Succession Plan Within The
Organization
DISCUSSION OF CRITERIA USED TO DETERMINE THE
WEIGHTS FOR ALTERNATIVE 1: F-1
The weight given to this outcome is: 4
An examination of the organization’s three year goals, to include next
year’s implementation plan for these goals in relation to this
alternative revealed some minimal financial restrictions. In order to
implement this alternative some budget adjustments would need to be
made. Funding for this alternative would need to be accomplished by
increasing the budget in the training bureau. This could be
accomplished by a modification to the budget by the executive staff
and confiscated funds may be used as a funding source for training.

29. Alternative 1: Standardized Succession Plan Within The
Organization
DISCUSSION OF CRITERIA USED TO DETERMINE THE
WEIGHTS FOR ALTERNATIVE 1: O-4
The weight assigned to this outcome is: 5
An examination of the organization’s organizational chart and its
rationale for the organizational structure in relation to this alternative
revealed no negative impacts to organizational personnel with only
positive impacts. This alternative will not alter the current or future
organizational charts.
Naples Police Department. (2010). General Orders (General Order
#004, Dept. Organization). Naples FL: Office of the Chief of Police.

30. Alternative 1: Standardized Succession Plan Within The Organization
DISCUSSION OF CRITERIA USED TO DETERMINE THE WEIGHTS FOR
ALTERNATIVE 1: P-7
The weight assigned to this outcome is: 4
A review of the organization’s collective bargaining agreement regarding this
alternative revealed a positive political impact on the service jurisdiction and only a
slight negative impact to the organization. The current collective bargaining agreement
would need to be modified in the article covering promotions. The union and the city
would need to agree to open the article, which would not be an issues since this would
be beneficial to both sides. The service jurisdiction would see a positive political
impact as they would see both the union and the city negotiating in good faith for the
betterment of the organization.
City of Naples. (2011). F.O.P. Contract (Contract between F.O.P. Lodge #38 and City
of Naples) Naples FL: Division of Human Resources.

31. Selection of the Best Alternative
• First alternative is standardizing a succession plan within the
organization.
• Scored the highest among the four alternatives with a total of 204
points.
• Had least amount of negative impacts to the organization and the
stakeholders.
• Had only minor impacts to the financial area requiring only minor
changes to the budget.
• Requires only a few changes to existing organizational policies in
the legal area.

32. Implementation
• Careful attention must be paid to the planning and implementation
of the plan.
• Committee consisting of each rank should be formed.
• Committee must prioritize communication with members of the
agency.
• Must be able to answer questions quickly to quell rumors and other
mis-information.
• Process should be conducted as openly as possible, not in secret.

33. Implementation (cont’d)
• Program will be implemented in six different phases.
• Every task on each step needs to be completed before moving on.
• Committee members must be given time and resources to make
plan successful.
• Modifications to several general orders need to be made by
executive staff.
• Modifications to existing labor contract between the Fraternal
Order of Police and the City of Naples.

34. Evaluation
• The program should be given at least two years so data can be
collected.
• A complete evaluation of the program including its strengths and
weaknesses must be conducted.
• Data needs to be collected from the current program as well as
historical data for comparison.
• Data from the promotional process from each rank will need to be
collected to measure the program’s effectiveness.
• The Professional Standards Division will be in charge of the
program.

35. Evaluation (cont’d)
• Professional Standards will maintain the records of those
participating in the program.
• Quarterly evaluations of program participants will be conducted.
• Participants in the program will be able to see exactly where they
are at and what they need.
• The committee that was formed for the implementation of the
program will also be tasked with evaluating and suggesting changes
as necessary.
• The committee will also be evaluating the effectiveness of the
mentoring program by use of interviews and surveys.

36. Evaluation (cont’d)
• Agency needs to find out if it is turning out leaders that are better
prepared for the next level.
• If evaluation shows that it is not, changes need to be implemented.
• Training curriculum needs to be evaluated twice a year to make
sure that it is relevant and effective.
• No program is one size fits all, adjusts must be made.
• Agency culture needs to be changed in order for the program to be
accepted.

37. Closing
• I would like to thank the board for this opportunity to present this
ARP.
• This project is something that can truly benefit the members of the
Naples Police Department and will help the agency develop future
leaders from within the organization. Doing this will help morale
and create movement throughout the entire agency when there is a
promotion and will prevent the agency from becoming stagnant.
Members of the agency will feel more engaged and truly take
ownership in something that they feel that they have control over.
• I would like to give a special thank you to the staff and faculty of
Edison State College for giving me the skills I needed to
accomplish my educational goals.