The analysis does not raise major red flags and is largely complimentary of the department’s efforts to remain fully accredited by the Massachusetts Police Accreditation Commission.
“It is the intent of this study to inform the police department and local government of recommended changes to enable the Police Department’s leadership to remain agile, energetic, and enlightened to deliver the highest quality police services with the resources available,” the report states.
The 162-page report, prepared by Municipal Resources Inc., a consultancy firm with experience reviewing law enforcement agencies, offers 53 recommendations on how the department could improve across five core areas, including the department’s organizational structure, management and human resources, written directives, and the office of the chief. “However, interviews of former employees revealed that many left Abington Police Department for less money than what they were earning.” “ strongly believes that there needs to be appropriate adjustments to the compensation package so that Abington is more competitive with similar Massachusetts communities,” the report states. But the report also confirmed the existence of deep divisions within the department and countered insistences from police leadership that the department’s high turnover rate is predominantly driven by a lower than average pay structure. High turnover motivated by more than pay, analysis findsĮditor’s note: This article was updated on July 17.Ī highly anticipated analysis of the Abington Police Department’s policies and operations determined that it overall performs well compared to other similar departments and has the resources needed to carry out its mission.
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