A Systems Approach to
Organizational Transformation
By BRIAN A. URSINO, M.B.A.

All law enforcement agencies experience varying degrees of change due to suchfactors as a new administration, new
policing methods, or new crime trends. In recent years, however, the Washington State Patrol (WSP) has faced the challenge of implementing multiple changes that have had a significant effect on how the agency operates. Specifically, between 1995 and 1997, a new governor, a new WSP chief, and a new problem-oriented policing philosophy set in motion changes that led the
agency to rethink its operational procedures and organizational structure, in short, how it does business.

The new governor and the state legislature mandated that all state agencies develop and implement a Quality Initiative program (Quality) 1 to enhance public trust in state government and employ strategic plans that would facilitate a transition to performance-based budgeting. At the same time, the new WSP chief adopted a community-based policing philosophy that the agency named Problem-Oriented Public Safety (POPS).2 Although POPS concentrates on public safety issues and Quality on business practice processes, both philosophies focus on the customer.

CHALLENGES
The WSP viewed these change requirements as presenting three main challenges. One involved achieving total integration of the
new POPS and Quality philosophies. 3 The second dealt with adopting an entirely new approach to strategic planning. This required district and division commanders to develop strategic plans that support the agency plan and that shift the focus from counting traditional outputs (i.e., duties, such as the number