Planning

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Planning Policy DevelopmentPart I --
Organizational Goal Setting and Planning
Northwestern University Center for Public Safety

• Sgt. Shawna Williams
• Knoxville Police Department
• Work 865-215-7797
• E-mail srwilliams_at_ci.knoxville.tn.us

School of Police Staff and Command
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Learning ObjectivesPart I
Northwestern University Center for Public Safety

• Define goals and plans and explain the
  relationship between them.
• Explain the concept of organizational mission and
  how it influences goal setting and planning.

School of Police Staff and Command
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Learning ObjectivesPart I
Northwestern University Center for Public Safety

• Describe the types of goals an organization
  should have and why they represent a hierarchy.
• Define the characteristics of effective goals.
• Describe the four essential steps of the MBO
  process.

School of Police Staff and Command
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Learning ObjectivesPart I
Northwestern University Center for Public Safety

• Explain the difference between single-use plans
  and standing plans.
• Explain the new planning paradigm and its use in
  learning organizations.
• Define the components of goal setting and
  strategic planning.

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Overview of Goals and Plans
Northwestern University Center for Public Safety

• A goal is a desired future state that the
  organization attempts to realize.
• Goals are important because organizations exist
  for a purpose, and goals define and state that
  purpose.
• Goals are the way the agency will fulfill its
  mission.
• Goals can be a departments way of being dynamic
  and progressive.

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Overview of Goals and Plans
Northwestern University Center for Public Safety

• A plan is a blueprint for goal achievement and
  specifies the necessary resource allocations,
  schedules, tasks, and other actions.
• While goals specify future ends, plans specify
  todays means.
• The plan is the bottom line of the planning
  process.

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Overview of Goals and Plans
Northwestern University Center for Public Safety

• Planning usually incorporates both ideas it
  means determining the organizations goals and
  defining the means for achieving them.
• Planning is deciding in advance what is to be
  done in the future.
• Planning increases the potential for success.

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Overview of Goals and Plans
Northwestern University Center for Public Safety

• Planning is perhaps the most important function
  of management.
• Planning does not guarantee that the right
  decision will be made.

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Overview of Goals and Plans
Northwestern University Center for Public Safety

• Planning is a mental effort which requires
  thinking before acting, it involves
• Anticipating and identifying future missions,
  problems and opportunities
• Analyzing them
• Anticipating the probable effects of various
  alternatives and
• Deciding on a course of action and a back-up plan.

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Overview of Goals and Plans
Northwestern University Center for Public Safety

• The benefits of planning include
• Promoting efficiency
• Reduction of waste and costs
• Minimization of haphazard approaches
• Avoidance of duplication of effort
• Optimum use of time, material, capital and
  facilities and
• Establishment of objectives, standards, and
  targets.

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Overview of Goals and Plans
Northwestern University Center for Public Safety

• Goals and Plans and Performance
• Legitimacy. An organizations mission describes
  what the organization stands for and its reason
  for existence.
• Source of Motivation and Commitment. A goal
  statement describes the purpose of the
  organization or subunit to employees.
• Guide to Action. Goals and plans provide a sense
  of direction.

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Overview of Goals and Plans
Northwestern University Center for Public Safety

• Rational for Decisions. Managers can make
  decisions according to the goals, plans, rules,
  and regulations that are set.
• Standard of Performance. Goals serve as
  performance criteria because they define the
  desired outcomes.

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Overview of Goals and Plans
Northwestern University Center for Public Safety

• Areas of organizational planning needs
• Personnel management
• Improvement of programs
• Organization of work
• Scheduling of resources
• Communication and
• Organizational change.

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Overview of Goals and Plans
Northwestern University Center for Public Safety

• Consequences of poor or no planning
• Lack of direction
• Unclear expectations
• Confusion
• Lower production
• Higher costs
• Absence of standards and
• Unfulfilled mission.

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Overview of Goals and Plans
Northwestern University Center for Public Safety

• Limitations and barriers to planning
• Internal resistance to establishing goals
• Tendency toward inflexibility
• Fear of failure
• Lack of organizational knowledge
• Lack of knowledge or control of the environment
  and
• Lack of confidence.

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Overview of Goals and Plans
Northwestern University Center for Public Safety

• Resistance to change
• Fear of the unknown and
• Comfortable with the way things are now.

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Overview of Goals and Plans
Northwestern University Center for Public Safety

• Inability to forecast accurately
• Plans are frequently based on certain
  assumptions
• The more assumptions needed, the greater the risk
  of an altered plan and
• Not enough available data to make an accurate
  forecast.

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Overview of Goals and Plans
Northwestern University Center for Public Safety

• Lack of resources to support the plan
• Lack of adequate personnel to operate the plan
• Lack of time to get the plan geared up and
  completed
• Lack of time to train personnel
• Lack of equipment to carry out the plan and
• Lack of funds to obtain equipment.

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Overview of Goals and Plans
Northwestern University Center for Public Safety

• Factors that inhibit the planning process
• Ignorance not stupidity or lack of education,
  but rather incomplete information
• Error reasoning incorrectly about information
  that may be correct
• Habit patterned behavior both individually
  and organizationally and
• Obsession fixation on a desired outcome.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• Mission Statement Definition

A broadly stated definition of the organizations
basic business scope and operations that
distinguishes it from similar types of
organizations.
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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• Organizational Mission Statement
• Reflects the philosophy and purpose of the
  organization as defined by top management.
• Tends to deal with an organizations present
  business scope and operations who we are and
  what we do.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• Preparation of mission statement
• Compels managers to review the current status of
  the department
• Draws attention to needed resources
• Provides direction to planning initiatives at all
  levels and
• Serves as a broad agreement between police, local
  government and the community.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• The mission
• Reveals the image the organization seeks to
  project
• Reflects the organizations self-concept
• Indicates the principle services or projects
  provided and
• Identifies the primary customer needs that the
  agency, program, or subprogram will attempt to
  satisfy.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• It shall be the duty of members of the New
  Jersey State Police to prevent crime and pursue
  and apprehend offenders. Members should bear in
  mind that the prevention of crime is of greater
  importance than the punishment of criminals. The
  force individually and collectively should
  cultivate and maintain the good opinion of the
  people of the State by prompt obedience to all
  lawful commands, by a steady and impartial line
  of conduct in the discharge of its duties and by
  cleanly, sober and orderly habits and by a
  respectful bearing to all classes. G.O. 1
  (12-05-21)

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• The mission of the Philadelphia Police
  Department is to work in a true partnership with
  our fellow citizens of Philadelphia to enhance
  the quality of life in our city.
• And, by raising the level of public safety
  through law enforcement, to reduce the fear and
  incidence of crime.
• In accomplishing these goals, service will be our
  commitment, honor and integrity our mandate.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• The Mission of the Bolingbrook Police Department
  is to provide a safe and wholesome environment
  for all citizens of Bolingbrook, free from bias
  or discrimination, with the help and support of
  the community. We are committed to
• Suppress crime and enforce laws
• Protect life and property
• Detect and apprehend offenders
• Safeguard human dignity and quality of life

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• The Illinois State Police will promote public
  safety with integrity, service and pride to
  improve the quality of life for our citizens.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• The Missouri State Highway Patrol will serve and
  protect all people by enforcing laws and
  providing services to ensure a safe and secure
  environment.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• The Miami Township Police Department shall
  faithfully serve all people within our
  jurisdiction with dignity, equality and
  compassion.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• The Ohio State Highway Patrol, a Division of the
  Department of Public Safety, is an
  internationally accredited law enforcement agency
  comprised of professional, dedicated, highly
  trained public employees committed to excellence.
• Our mission is to save lives, investigate
  crime, and enforce the law with compassion and
  unbiased professionalism.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• The Michigan Department of State Police shall
  provide leadership, coordination, and delivery of
  law enforcement and support services in order to
  preserve, protect and defend people and property,
  while respecting the rights and dignity of all
  people.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• Criteria checklist Use the following criteria
  for judging how well your mission expresses your
  organizations intentions
• Content Covers what we do, for whom, how and
  why
• Clarity Can be understood by all staff,
  including rank-and-file employees
• Brevity Most people can keep it in mind

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• Distinctiveness Helps distinguish who we arent
  can be used by managers to make decisions
• Achieve ability Realistic enough for agency
  members to buy into it
• Reflectivity Captures our distinctive
  competence, values, beliefs, and philosophy of
  operation and
• Energy source Can serve as a rallying point for
  the organization.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• Organizational Vision
• Reflects managements aspirations for the
  organization and its business, providing a view
  of where we are going and giving specifics
  about its future business plan.
• A strategic vision has much greater direction
  setting and strategy-making value than the
  mission statement.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• We will strive for excellence in all we do
  seeking to be one of the premier policing
  agencies in the country. (Illinois State Police)

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• We will work closely with citizens in restoring,
  preserving, and protecting the fabric of
  community life in the city of Trenton. As a
  professional police department, we will use our
  training and talents to establish safe
  environments in every neighborhood, and to foster
  both economic and social development and the
  sense of well-being that comes with them.
  (Trenton, NJ Police Department)

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• By excelling as a criminal justice leader in the
  delivery of quality services, the Missouri State
  Highway Patrol will ensure Missouri is a safe
  place to live or visit.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• The Mesa County Sheriffs Office envisions
  enhancing its leadership role in public safety by
  forging stronger relationships with citizens,
  criminal justice agencies, courts, schools and
  community organizations. This will be
  accomplished by highly-trained, ethical and
  courteous employees providing services that are
  effective, fair and impartial.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• To ensure the safety of our citizens through the
  pursuit of innovations and initiatives which
  coordinate and improve the collective efforts of
  the public safety and criminal justice systems.
  (Michigan State Police)

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• Criteria checklist
• Focuses on the future
• Some reasonable hope for success
• A very high standard and a target not easily
  attainable
• Comes from the heart and represents our strongest
  values and commitments

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• Inspires hope
• Says in a dramatic way what is possible if
  everyone works together and
• Creates the spark and excitement that lifts the
  organization out of the mundane.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• Organizational Values
• What are organizational values?
• They are defined as the assumptions about ends
  worth striving for
• They are what you believe about your work, your
  role, your values, mission, and purpose.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• They reveal your organizations values and
  principles
• They communicate your commitment relative to your
  clients, customers, or end users and
• They describe what we must be committed to as we
  work to achieve our mission.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• Considerations for values
• People The way people should be treated and the
  conditions under which employees can be highly
  productive
• Process The way in which the organization is
  managed, decisions are made, and products or
  services are provided and
• Performance Expectations concerning the
  organizational responsibilities and the quality
  of its products and services.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• Honesty truthful, sincere, forthright,
  straightforward
• Integrity principled, courageous, honorable
• Commitment reliable, law-abiding, involved
• Justice equitable, open-minded, admits errors,
  tolerant

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• Sensitivity caring, kind, compassionate,
  helping, sharing
• Excellence maintains high degree of competence,
  informed, prepared, industrious and
• Accountable accepts responsibility for actions,
  leads by example, safeguards reputation of
  department and profession.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• Values of the Houston, TX Police Department
• Preserve and Advance Democratic Values We shall
  uphold this countrys democratic values as
  embodied in the Constitution and shall dedicate
  ourselves to the preservation of liberty and
  justice for all.
• Improve the Quality of Community Life We shall
  strive to improve the quality of community life
  through the provision of quality and equitable
  service.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• Improve the Quality of Work Life We shall
  strive to improve the working environment for the
  departments employees by engaging in open and
  honest communication and demonstrating a genuine
  concern for one another.
• Demonstrate Professionalism We shall always
  engage in behavior that is beyond reproach and
  reflects the integrity of police professionals.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• Core Values -- Ohio State Highway Patrol
• Honesty The single most reliable mark of a
  troopers value is to be able to admit when wrong
  and go forward.
• Sense of Urgency Troopers realize the
  importance of prompt response to crashes and
  other calls for service.
• Attention to Detail If it is worth doing, it is
  worth doing thoroughly. Attention to detail is
  the mark of a good public servant.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• Team Oriented Members of the Patrol and
  members of the law enforcement community in
  general are a team, of which individual
  components are not as valuable as the whole.
• Professionalism Being professional means being
  punctual, courteous, prepared, and well groomed.
  It also means showing respect for every person
  you encounter.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• Adaptability Troopers must maintain flexibility
  with a high degree of performance. A troopers
  job is never the same from one day to the next.
  They must be able to make changes and still
  perform the job to the highest degree.
• Self-discipline Every trooper must recognize
  what job needs to be done, and then do that job
  well. Law enforcement officers must have
  responsibility to those they serve to be
  accountable for their actions.

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Organizational Mission, Vision, and Values
Northwestern University Center for Public Safety

• Performance Driven Being performance driven
  means working hard. Troopers are driven to
  perform because success is measured in both
  quantity and quality. We are constantly reminded
  of our department missionto save lives, reduce
  injuries and economic losses on the streets and
  highways of Ohio.
• Officer Safety This is the final Core Value
  that we instill in our troopers. They must
  maintain a high level of awareness in every
  situation.

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Goals in Organizations
Northwestern University Center for Public Safety

• Goals and Plans
• Goals and plans can be found at three different
  levels.
• Strategic goals are broad statements describing
  where the organization wants to be in the future.

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Goals in Organizations
Northwestern University Center for Public Safety

• Strategic goals pertain to the entire
  organization rather than to specific divisions or
  departments.
• Top managers are responsible for strategic goals.

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Goals in Organizations
Northwestern University Center for Public Safety

• Safeguard the public by assisting law
  enforcement agencies, decreasing traffic
  fatalities and injuries, and by reducing crime
  and the fear of crime.

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Goals in Organizations
Northwestern University Center for Public Safety

• Strategic plans define the action or steps of how
  the company will attain strategic goals.
• The strategic plan is the blueprint that defines
  organizational activities and resource
  allocations.

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Goals in Organizations
Northwestern University Center for Public Safety

• Strategic planning tends to be long-term and may
  define organizational action from two to five
  years in the future.
• Strategic goals and strategic plans influence the
  formulation of the organizations mission
  statement.

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Goals in Organizations
Northwestern University Center for Public Safety

• Continue the special Traffic Enforcement Program
  statewide focusing on speed and occupant
  restraint violations.
• Through special occupant restraint initiatives,
  target the five troops for enforcement action
  where seat belt compliance is below 65
• Conduct a public awareness and safety education
  campaign to promote seat belt compliance.

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Goals in Organizations
Northwestern University Center for Public Safety

• Tactical goals define specific results for major
  divisions and departments within the organization
  to achieve.
• Tactical goals are developed by middle managers.
• Tactical objectives describe what major sub units
  must do for the organization to achieve overall
  goals.

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Goals in Organizations
Northwestern University Center for Public Safety

• Increase the visibility of Troop D officers on
  interstate highways, U.S. routes and state
  highways.

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Goals in Organizations
Northwestern University Center for Public Safety

• Tactical plans define what the major departments
  and organizational sub units will do to achieve
  overall plans.
• Middle managers implement tactical plans over a
  shorter time horizon of a year or so.

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Goals in Organizations
Northwestern University Center for Public Safety

• Schedule appropriate troop manpower in high
  traffic locations and during high traffic
  periods.
• Increase the number of Troop D special
  enforcement operations to target specific speed
  and occupant restraint violations.
• Conduct troop safety education campaign
  encouraging child safety seat usage.

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Goals in Organizations
Northwestern University Center for Public Safety

• Operational goals define specific results
  expected from departments, work groups, and
  individuals.
• Operational goals are precise and measurable.
• First-line supervisors develop operational goals.

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Goals in Organizations
Northwestern University Center for Public Safety

• Decrease the number of fatal traffic accidents
  in Webster County by 50 (from 22 to 11) during
  2002.

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Goals in Organizations
Northwestern University Center for Public Safety

• Operational plans specify action or steps toward
  achieving operational goals and support tactical
  plans.
• The operational plan is the department managers
  tool for daily and weekly operations.
• Operational planning is the application of tasks
  and/or assignments aimed most directly at
  specific objectives.

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Goals in Organizations
Northwestern University Center for Public Safety

• Zone 10 officers will increase the number of
  arrests after traffic accidents by 25 (From 75
  to 93) during 2002.
• Zone 10 officers will increase the number of
  safety programs presented to Webster County
  citizen groups by 35 (from 22 to 29) during
  2002.
• Zone 10 officers will increase the number of
  sobriety checkpoints conducted in Webster County
  by 50 (from 4 to 6) in 2002.

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Goals in Organizations
Northwestern University Center for Public Safety

• Hierarchy of Goals
• The achievement of goals at lower levels permits
  the attainment of higher-level goals.
• This is a means-ends chain because lower-level
  objectives lead to the accomplishment of
  higher-level goals.

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Goals in Organizations
Northwestern University Center for Public Safety

• Organizational goals and plans, and their
  importance, depicted in descending order from top
  to bottom in a hierarchy, would appear as
  follows mission statement, strategic, tactical,
  and operational.

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Criteria for Effective Goals
Northwestern University Center for Public Safety

• The following characteristics pertain to the
  organizational goals at the strategic, tactical,
  and operational levels
• Specific and Measurable -- Goals should be
  expressed in clear, precise, or quantifiable
  terms.
• Cover Key Result Areas -- Managers should
  identify a few key result areas that contribute
  most to company performance.

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Criteria for Effective Goals
Northwestern University Center for Public Safety

• Challenging but Realistic -- The goals set should
  be motivating but not beyond the organizations
  reach.
• Defined Time Period -- Goals should specify the
  time period over which they will be achieved.
• Linked to Rewards -- The ultimate impact of goals
  depends on the extent to which salary increases
  or promotions and rewards are achieved.

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Planning Types and Models
Northwestern University Center for Public Safety

• Management by Objectives (MBO)
• MBO is a method whereby managers and employees
  for every department, project, and person use
  those goals to control subsequent performance.
• Four major results must occur before MBO to be
  successful

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Planning Types and Models
Northwestern University Center for Public Safety

• Setting goals -- The most difficult step in MBO,
  should involve employees at all levels.
• A good goal should
• Be concrete and realistic
• Provide a specific target and time frame
• Assign responsibility

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Planning Types and Models
Northwestern University Center for Public Safety

• Mutual agreement between employee and supervisor
  creates the strongest commitment to achieving
  objectives.

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Planning Types and Models
Northwestern University Center for Public Safety

• Developing action plans
• An action plan defines the course of action
  needed to achieve the stated objectives.
• Action plans are made for both individuals and
  departments.

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Planning Types and Models
Northwestern University Center for Public Safety

• Reviewing progress
• A periodic progress review is important to ensure
  actions plans are working.
• This review allows managers and employees to see
  if they are on target and if corrective action is
  necessary.

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Planning Types and Models
Northwestern University Center for Public Safety

• Appraising overall performance
• The last step is to evaluate annual objectives
  which have been achieved for individuals and
  departments.
• Success or failure can be part of the performance
  appraisal system.

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Planning Types and Models
Northwestern University Center for Public Safety

• Benefits of MBO
• Manager and employee efforts are focused on
  activities that will lead to goal attainment.
• Performance can be improved at all company
  levels.
• Employees are motivated.
• Departmental and individual goals are aligned
  with company goals.

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Planning Types and Models
Northwestern University Center for Public Safety

• Problems with MBO
• Constant change prevents MBO from taking hold.
• An environment of poor employer-employee
  relations reduces MBO effectiveness.
• Strategic goals may be displaced by operational
  goals.

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Planning Types and Models
Northwestern University Center for Public Safety

• Mechanistic organizations and values that
  discourage participation can harm the MBO
  process.
• Too much paperwork saps MBO energy.

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Planning Types and Models
Northwestern University Center for Public Safety

• Single-Use and Standing Plans
• Single-use plans are developed to achieve a set
  of goals that are not likely to be repeated in
  the future.
• Single-use plans typically include budgets,
  programs and projects.

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Planning Types and Models
Northwestern University Center for Public Safety

• Budget
• A budget is a plan that expresses anticipated
  results in numerical usually financial terms
  for a stated time period.
• After the stated period is over, the budget
  expires.

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Planning Types and Models
Northwestern University Center for Public Safety

• Program
• A large undertaking related to accomplishing the
  organizations goals and objectives.
• May take several years to complete.
• Large in scope may be associated with several
  projects.

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Planning Types and Models
Northwestern University Center for Public Safety

• Project
• A single-use plan for accomplishing a specific
  nonrecurring activity.
• While a project may be part of an overall
  program, it is an undertaking that can be planned
  and fulfilled as a distinct entity, usually
  within a short time period.
• Although connected with a major program,
  individuals designated to implement them can
  handle these projects separately.

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Planning Types and Models
Northwestern University Center for Public Safety

• Standing plans are ongoing plans that are used to
  provide guidance for tasks performed repeatedly
  within the organization.
• The primary standing plans are organizational
  policies, rules, and procedures.
• Standing plans minimize the time needed in
  planning and decision-making.

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Planning Types and Models
Northwestern University Center for Public Safety

• Policy
• A standing plan that serves as a guide to
  thinking when making decisions
• Broad in scope -- a general guide
• Based on organizations overall goals/strategic
  plans and
• Defines boundaries with which to make decisions.

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Planning Types and Models
Northwestern University Center for Public Safety

• Rule
• A directive that must be applied and enforced
  wherever applicable
• Narrow in scope
• Describes how a specific action is to be
  performed and
• May apply to specific setting.

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Planning Types and Models
Northwestern University Center for Public Safety

• Procedure
• A standing plan that defines the sequence of
  activities to be performed to achieve objectives
• Sometimes called a standard operating procedure
• Defines a precise series of steps to attain
  certain goals.

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Planning Types and Models
Northwestern University Center for Public Safety

• Quality Planning and the Shewhart Cycle
• Quality planning is an example of a standing plan
  for quality improvement, often based on W.
  Edwards Demings 14 points of quality management.
• Employees are encouraged to participate in the
  continuous improvement of products or services.

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Planning Types and Models
Northwestern University Center for Public Safety

• The Shewhart Cycle is often referred to as the
  PDCA cycle.
• Plan Decide what changes are desirable or
  necessary.
• Do Carry out the change or plan the test.
• Check Observe the results.
• Act Analyze the results, put learning into
  action.

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Planning Types and Models
Northwestern University Center for Public Safety

• Contingency Plans
• Referred to as scenarios, define company
  responses to be taken in case of emergencies or
  setbacks.
• Planners identify uncontrollable factors, such as
  recession, inflation, technological developments,
  or safety accidents.

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Planning Time Horizon
Northwestern University Center for Public Safety

• Long-term planning includes strategic goals and
  plans that may extend as far as five years into
  the future.
• Intermediate-term planning includes tactical
  goals and has a time horizon of one to two years.

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Planning Time Horizon
Northwestern University Center for Public Safety

• Short-term planning includes operational goals
  for specific departments and individuals and has
  a time horizon of one year or less.
• The New Paradigm
• Some companies are involving workers at every
  level of the organization in the planning
  process.

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Planning Time Horizon
Northwestern University Center for Public Safety

• Middle managers and planning staff become
  facilitators and supporters.
• In todays world, traditional planning done by a
  select few no longer works.
• One of the major problems in organizations today
  is the emphasis on short-term results.

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Planning Time Horizon
Northwestern University Center for Public Safety

• Planning must incorporate the following ideas
• Start with a Strong Mission -- serves to increase
  employee commitment and motivation as well as
  providing a guide for planning and decision
  making.
• Set Stretch Goals -- so clear, compelling, and
  imaginative that they fuel progress.

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Planning Time Horizon
Northwestern University Center for Public Safety

• Create an Environment that Encourages People to
  Experiment and Learn -- give managers the
  authority and freedom to set goals and plans for
  their own departments as if it were their own
  business.
• Make Continuous Improvement a Way of Life --
  involving everyone in planning encourages
  employees to constantly experiment, learn, and
  grow.

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Thinking Strategically
Northwestern University Center for Public Safety

• Strategic Management is the set of decisions and
  actions used to formulate and implement
  strategies that will provide a competitively
  superior fit between the organization and its
  environment so as to achieve organizational
  goals.

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Thinking Strategically
Northwestern University Center for Public Safety

• Purpose of Strategy
• A strategy is the plan of action that prescribes
  resource allocation and other activities for
  dealing with the environment and helping the
  organization attain its goals.
• Through this strategy, managers try to develop
  within the organization a

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Thinking Strategically
Northwestern University Center for Public Safety

• Core competence -- a business activity that an
  organization does particularly well in comparison
  to competitors.
• Synergy -- the condition that exists when the
  organizations parts interact to produce a joint
  effect that is greater than the sum of the parts
  acting alone.
• Value creation -- the development of the
  combination of benefits received and costs paid
  by the customer.

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Thinking Strategically
Northwestern University Center for Public Safety

• Strategy Formulation versus Implementation
• Strategy formulation includes the planning and
  decision making that lead to the establishment of
  the firms goals and the development of a
  specific strategic plan.

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Thinking Strategically
Northwestern University Center for Public Safety

• Strategy implementation is the use of managerial
  and organizational tools to direct resources
  toward accomplishing strategic goals.
• A manager must choose strategies best suited to
  the problem, including
• Timing Alternatives

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Thinking Strategically
Northwestern University Center for Public Safety

• Strike while the iron is hot, dictates prompt
  action when the situation and time for action are
  advantageous.
• Time is a great healer is more of a wait and
  see strategy. Sometimes it is better to move
  cautiously and slowly in a difficult situation.

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Thinking Strategically
Northwestern University Center for Public Safety

• Target Dates and Deadlines
• The amount of time allotted for planning sets a
  constraint on a manager.
• Without any time limitation, a manager may either
  give a plan little attention or waste time in
  search of a perfect plan.
• Deadlines help motivate managers to accomplish
  the planning task.

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Thinking Strategically
Northwestern University Center for Public Safety

• Responses to Organizational Change
• The mass concentrated offensive advocates
  quick, radical, or complete action in order to
  make an immediate, favorable showing.
• Get a foot in the door favors slower change,
  accomplishing only a part of the proposed change
  in any set period.

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Thinking Strategically
Northwestern University Center for Public Safety

• Gaining Reciprocity
• This is know as, You scratch my back, and Ill
  scratch yours.
• Politics are important!

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The Strategic Management Process
Northwestern University Center for Public Safety

• Situation Analysis often starts with a SWOT
  analysis.
• Internal Strengths and Weaknesses
• Strengths are positive internal characteristics
  that an organization can exploit to achieve its
  goals.
• Weaknesses are internal characteristics that may
  restrict organizational performance.

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The Strategic Management Process
Northwestern University Center for Public Safety

• The internal assessment should address the
  following questions
• How successful are internal agency processes,
  products, and services for meeting the needs of
  the target populations and other agency
  customers?
• In what ways has the agency grown, remained the
  same, or changed internally, and why?

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The Strategic Management Process
Northwestern University Center for Public Safety

• What are its internal accomplishments?
• What has failed to be accomplished internally and
  why?
• What is the publics perception of the quality of
  products and services?
• What is being done well?
• What is being done properly?

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The Strategic Management Process
Northwestern University Center for Public Safety

• How do products and services and internal
  processes compare to recognized standards for
  program accreditation or to evaluation criteria?
  
• Do programs and activities support one another,
  or is there a conflict or duplication among them?

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The Strategic Management Process
Northwestern University Center for Public Safety

• What programs or activities are expected to grow
  or decline, and how has the agency planned to
  accommodate those changes?
• What is the agencys current and anticipated
  resource needs?

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The Strategic Management Process
Northwestern University Center for Public Safety

• Internal factors
• Managerial policies
• Resource constraints
• Organizational structure
• Automation
• Communication lines

• Personnel
• Operational procedures
• Organizational values and philosophies
• Core functions and
• Mandated services/programs

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The Strategic Management Process
Northwestern University Center for Public Safety

• External Opportunities and Threats
• Opportunities are external characteristics that
  have the potential to help the organization
  achieve or exceed the strategic goals.
• Threats are external characteristics that may
  prevent the organization from achieving its
  goals.

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The Strategic Management Process
Northwestern University Center for Public Safety

• The external assessment should address the
  following questions
• What are our target populations and what changes,
  if any, are anticipated within the strategic
  planning period?
• What is the level of customer demand and public
  need for our agencys products or services?

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The Strategic Management Process
Northwestern University Center for Public Safety

• What are the most significant indicators of
  customer demand and public need?
• What trends have been identified?
• What major issues, conditions, or problems in the
  external environment are relevant to the delivery
  of our agencys goods or services?

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The Strategic Management Process
Northwestern University Center for Public Safety

• What conditions could affect or alter key
  elements of the environment?
• What implications do specific environmental
  changes hold for the agency, such as changes in
  state or federal law?

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The Strategic Management Process
Northwestern University Center for Public Safety

• What relationships exist between our agencys
  programs, in other agencies, and statewide
  initiatives with related target populations?
• What opportunities may exist for improving
  coordination or eliminating duplication between
  programs?

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The Strategic Management Process
Northwestern University Center for Public Safety

• What progress has been made by the agency toward
  achievement of desired outcomes and objectives
  depicted in the agencys current strategic plan?
  
• How reliable are annual performance projections
  for the next strategic planning period on all
  outcome measures?

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The Strategic Management Process
Northwestern University Center for Public Safety

• External factors
• Economic conditions
• Population shifts
• Technological advancements
• Geographical changes
• Statutory changes

• Political climate
• Governmental regulations
• Changing family and consumer dynamics
• Competitive organizations and
• Environmental issues.

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The Strategic Management Process
Northwestern University Center for Public Safety

• Strategic Issues What are the most significant
  challenges and opportunities facing the
  organization?
• Strategic issues are internal and external
  challenges to the organizations vision, mission,
  mandates, policies, way of doing business, or
  culture.

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The Strategic Management Process
Northwestern University Center for Public Safety

• Strategic issues are opportunities, problems,
  factors, trends, etc., that have an overarching
  significance to the citizens and the department.

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The Strategic Management Process
Northwestern University Center for Public Safety

• Criteria for Strategic Issues
• Derived from the assessment process
• Foundation for future actions
• Must be clearly stated
• Must be specific and
• Must be understandable.

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The Strategic Management Process
Northwestern University Center for Public Safety

• Questions for Reviewing Strategic Issues
• What is the issue, conflict, or dilemma? Is it
  clearly stated and understood by the planning
  team?
• Why is it an issue? What in terms of the
  mission, mandates, or SWOTs makes it an issue?
• What assumptions have been made about the issue
  and are they valid or acceptable?

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The Strategic Management Process
Northwestern University Center for Public Safety

• For whom is it an issue? Is there general
  agreement that the issue is significant?
• What would be the consequences of not addressing
  the issue?
• Can the organization affect the issue?
• Is there a way to combine or eliminate issues?
  Is there a larger issue involved? If so, what is
  it?

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The Strategic Management Process
Northwestern University Center for Public Safety

• Are the issues broad enough to guide the
  organizations budgetary and legislative
  priorities?
• What issues are missing from the list, including
  issues than an organizations culture might have
  kept it from recognizing?