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understaffed. The Eugene Police Department is no different. However, <br />determining whether problems are the result of understaffing or the <br />inefficient use of human resources is the first step in determining an <br />appropriate number for authorized strength. <br /> <br />In reviewing the Hobson Report, the review team finds that the researcher <br />calculated the percentage of time the officers were non-committed (and found <br />it unacceptable) rather than first determining what the actual need was in <br />terms of personnel hours to handle the existing workload. There are other <br />missed opportunities in the report that could have provided the police <br />department a firmer basis upon which to make decisions concerning needed <br />strength. One recommendation noted, which has been implemented in the <br />department, is that alternatives to traditional handling of calls for service be <br />considered. <br /> <br />The leadership of the Eugene Police Department should engage the services <br />of a consultant skilled in workload and job-task analysis to determine if there <br />are an adequate number of police personnel to accomplish the mission and <br />objectives of the department and whether or not personnel are used as <br />efficiently and effectively as possible. <br /> <br />Recomlnendation No. 11: Work with the Police Employees Union. <br /> <br />Discussion: If one reads the news accounts, it is easy to believe that the union <br />has been and continues to be a stumbling block to meaningful change in the <br />police department. Traditionally, unions have been treated as if they were <br />external to the police department as opposed to being a part of the police <br />department. Historically, union-management relations have been <br /> <br /> 28 <br /> <br /> <br />