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Case Studies Southwestern University: (G) for police and otber services is significandly lower during the sum mer moedhs. Demand for police services also varies by: With the rising demands of a successful football program, the cam- pus police chief at Southwestern University, Greg Frazier wants to develop a 2-year plan that involves a request for additional resources The SWU department carreatly has 26 swoen officers. The size of the force has not changed over the past 15 years, but the follow ing changes have prompted the chief to seek more resources Time of day (peak time is between 10 PM. and 2 AM) Day of the week (weekends are the basiest) Weekend of the year (on football weekends, 50,000 extra people come to campus). Special eveats (check-in, checkout, commencement) The size of the athletic peogram, especially football1, has increased. The college has expanded geographically, with some new research facilities and laboratories now miles away from the main campus. Traffic and parking problems have increased. More portable, expensive computers with high theft potential are dispersed across the campas Alcohol and drug problems have increased The size of the surrounding community has doubled. The police need to spend more time on education and prevention Football weekends are especially difficalt to staff. Extra police ser vices are typically needed from 8 A.M. to 5 PM 0n five football Saturdays. All 26 officers are called in to work double shifts. More than 40 law enforcement officers from surrounding locations are paid to come in on their own time, and a dozen state police lend a hand free of charge (when available). Twenty-five students and local residents are paid to work traffic and parking. During the last academic year (a 9-month peciod), overtime payments to campus police officers totaled over $120,000. Other relevaat daca include the following programs The college is located in Stephenville, Texas, a small town about 30 miles southwest of the Dallas/Forth Worth metroplex. During the summer months, the student population is around 5,000. This num- ber swells to 20,000 during fall and spring semesters. Thus demand The average starting salary for a police officer is $28,000 Work-study and part-time students and local residents who belp wich traffic and parking are paid $9.00 an bou Chaptor 13 Aggregate Scheduling 571 Overtime is paid to police officers who work over 40 hours a week at the rate of $18.00 an bour. Extra officers who are hired part time from outside agrncies also ean $18.00 an hour There seems to be an ualimited supply of officesswho will work for the college when needed for special events. With days off, vacations, and average sick leave considered, it takes five persons to cover one 24-bour, 7-day-a-week position assigned to new programs and two to alleviate the overload on his current staff. He woald also like te begin limiting overtime to 10 hours per week for each officer. Discussion Questions L. Which variations in demand for police services should be con- sidered in an aggregate plan for resources? Which variations can be accomplished with short-term scheduling adjostments? 2. Evaluate the curent staffing plan. What does it cos? Are 26 off- cers sufficient to handle the normal wocldload? 3. What would be the additional cost of the chief's proposal? How would you saggest that he juscify his request? 4. How much does it currently cost the college to provide police services for fooball games? What would be the pros and cons of completely subcontracting this work to outside law enforcement agencies? 5. Propose other alternatives The schedule of officers during falll and spring semesters is Weekdays Weekend First shift (7 AM-3 PM.) Second shift (3 PM-11 PM.) Third shift (11 PM-7 AM.) 4. 6 6 Staffing for football weekends and special events is in addition to the preceding schedule. Summer stafing is, on average, half that shown. Frazier thinks that his present staff is stretched to the limit Fatigued officers are potential problems for the department and the community. In addition, neither time nor personnel has been set aside for crime prevention, safety, or health programs. Interactions of police officers with students, faculty, and staff are minimal and usually negative in natare. In light of these problems, the chief would like to request funding for four additional officers, two This integrated case study russ daocghout the test. Oher issues facing Southwesters's football expansion include: (A) managing the stadium proj ect (Chapter 3 ) forocasting game ateodance (Chapeer 4 (C)qality of facilities (Chapter 6) (D) break-even analysis for food services (Supplement Web site: (E) where to locate the new adi (Chagter 8 Web sie iaventary planning of football programs (Chapter 12 Web sihe) (F) Source: Adapeed from C. Haksever, B. Reader, and R. Russell, Service Managemeut ond Operations, 2nd ed. (Upper Sadle River, N: Preatice Hall 2000), 308-309. Reprineed by permission of Prentice Hall, lac. Case Studies Southwestern University: (G) for police and otber services is significandly lower during the sum mer moedhs. Demand for police services also varies by: With the rising demands of a successful football program, the cam- pus police chief at Southwestern University, Greg Frazier wants to develop a 2-year plan that involves a request for additional resources The SWU department carreatly has 26 swoen officers. The size of the force has not changed over the past 15 years, but the follow ing changes have prompted the chief to seek more resources Time of day (peak time is between 10 PM. and 2 AM) Day of the week (weekends are the basiest) Weekend of the year (on football weekends, 50,000 extra people come to campus). Special eveats (check-in, checkout, commencement) The size of the athletic peogram, especially football1, has increased. The college has expanded geographically, with some new research facilities and laboratories now miles away from the main campus. Traffic and parking problems have increased. More portable, expensive computers with high theft potential are dispersed across the campas Alcohol and drug problems have increased The size of the surrounding community has doubled. The police need to spend more time on education and prevention Football weekends are especially difficalt to staff. Extra police ser vices are typically needed from 8 A.M. to 5 PM 0n five football Saturdays. All 26 officers are called in to work double shifts. More than 40 law enforcement officers from surrounding locations are paid to come in on their own time, and a dozen state police lend a hand free of charge (when available). Twenty-five students and local residents are paid to work traffic and parking. During the last academic year (a 9-month peciod), overtime payments to campus police officers totaled over $120,000. Other relevaat daca include the following programs The college is located in Stephenville, Texas, a small town about 30 miles southwest of the Dallas/Forth Worth metroplex. During the summer months, the student population is around 5,000. This num- ber swells to 20,000 during fall and spring semesters. Thus demand The average starting salary for a police officer is $28,000 Work-study and part-time students and local residents who belp wich traffic and parking are paid $9.00 an bou Chaptor 13 Aggregate Scheduling 571 Overtime is paid to police officers who work over 40 hours a week at the rate of $18.00 an bour. Extra officers who are hired part time from outside agrncies also ean $18.00 an hour There seems to be an ualimited supply of officesswho will work for the college when needed for special events. With days off, vacations, and average sick leave considered, it takes five persons to cover one 24-bour, 7-day-a-week position assigned to new programs and two to alleviate the overload on his current staff. He woald also like te begin limiting overtime to 10 hours per week for each officer. Discussion Questions L. Which variations in demand for police services should be con- sidered in an aggregate plan for resources? Which variations can be accomplished with short-term scheduling adjostments? 2. Evaluate the curent staffing plan. What does it cos? Are 26 off- cers sufficient to handle the normal wocldload? 3. What would be the additional cost of the chief's proposal? How would you saggest that he juscify his request? 4. How much does it currently cost the college to provide police services for fooball games? What would be the pros and cons of completely subcontracting this work to outside law enforcement agencies? 5. Propose other alternatives The schedule of officers during falll and spring semesters is Weekdays Weekend First shift (7 AM-3 PM.) Second shift (3 PM-11 PM.) Third shift (11 PM-7 AM.) 4. 6 6 Staffing for football weekends and special events is in addition to the preceding schedule. Summer stafing is, on average, half that shown. Frazier thinks that his present staff is stretched to the limit Fatigued officers are potential problems for the department and the community. In addition, neither time nor personnel has been set aside for crime prevention, safety, or health programs. Interactions of police officers with students, faculty, and staff are minimal and usually negative in natare. In light of these problems, the chief would like to request funding for four additional officers, two This integrated case study russ daocghout the test. Oher issues facing Southwesters's football expansion include: (A) managing the stadium proj ect (Chapter 3 ) forocasting game ateodance (Chapeer 4 (C)qality of facilities (Chapter 6) (D) break-even analysis for food services (Supplement Web site: (E) where to locate the new adi (Chagter 8 Web sie iaventary planning of football programs (Chapter 12 Web sihe) (F) Source: Adapeed from C. Haksever, B. Reader, and R. Russell, Service Managemeut ond Operations, 2nd ed. (Upper Sadle River, N: Preatice Hall 2000), 308-309. Reprineed by permission of Prentice Hall, lac