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Why and Wherefore of Planning in Police
Services
Andrew GrahamSchool of Policy StudiesQueens University
Why bother?
Old arguments – we’ll always be around
New realities – competition for resources
Planning is more than just filling in a form – it is leadership and direction
You do it or have it done for you
Democratic values: Authority is from outside the service Multiple stakeholders
What do you plan to do?
Set direction
Articulate values
Define yourself for others and your staff
Set priorities
Make your case for change and growth
Analyze pressures, uncertainties and opportunities
Communicate, communicate, communicate
What is a Strategic Plan?
...an integrated set of goals, objectivesand actions designed to bring about a particular result (usually termed a ‘mission’ or ‘vision’) at some future point
Think of a Plan as a Gameboard
Core Elements – the more stable parts
Building an annual Strategic Plan
How can that be? Annual and strategic?
Setting medium range goals key to winning budget support.
Being merely reactive will not win the day.
Process of building a plan is also the process of getting sing-on and support
It is also the process of learning and adaptation for the Service
9
What to look for in a strategic budget linkage
Strategic Plan
Does this organization know its Mission?
Does this organization have an end state or
vision?What are the ground rules or basic operating assumptions and principles?
Does it have a grip on reality – what is its situation analysis including risks.
Does it have goals and objectives that make sense?
Are there targets with measures that we can
understand.
Does what it is going to do this year mesh with its goals and
mission?
What’s it going to cost?
Is it sustainable?
Ch 6 -10
Strategy Formulation Framework
Stage 1:The Input Stage
Stage 2:The Matching Stage
Stage 3:The Decision Stage
Making it all real: Assessing your environment
Purpose: to establish a realistic and credible understanding of the risks, opportunities and challenges for the police service
To gather enough information so that the Board or senior management making decisions about your service or unit can make informed and balanced decisions
To understand the world around you not just as you see it but as other do and factor that perception into your final work plans
What goes into an environmental scan?
key demographic indicators, including recent municipal population forecasts;
community issues, perceptions and concerns ( Public Survey);
crime trends;
emergent police technology
legislative and policing trends
It can’t stop there
Need external input
Role of the Board/Commission
External partners, critiques, observers
Listening to the silence
Making it real: SWOT processes
Different names: environmental scan, risk analysis, etc
Strengths: attributes of the organization that are helpful to achieving the objective.
Weaknesses: attributes of the organization that are harmful to achieving the objective.
Opportunities: external conditions that are helpful to achieving the objective.
Threats: external conditions which could do damage to the business's performance..
SWOT Matrix
Strengths – S
List Strengths
Weaknesses – W
List Weaknesses
Opportunities – O
List Opportunities
SO Strategies
Use strengths to take advantage of
opportunities
WO Strategies
Overcoming weaknesses by taking
advantage of opportunities
Threats – T
List Threats
ST Strategies
Use strengths to avoid threats
WT Strategies
Minimize weaknesses and avoid threats
Setting Priorities and Goals
The vital few
Cannot be all things to all people
Avoid congestion
Clarity and decisiveness
It all has to work
together
Tactical Planning
High level goals need to be translated into reality
These become the next year targets and sources of money needs (not all the time)
This also becomes the basis for budget requests and assignment of internal funds
Let’s look at how one Police Service does this