NCJ Number
195407
Journal
Police Chief Volume: 69 Issue: 6 Dated: June 2002 Pages: 65,67,68
Date Published
June 2002
Length
3 pages
Annotation
This article discusses the importance and characteristics of strategic planning and leadership in a police organization.
Abstract
Law enforcement leaders must not only manage the daily operations of their departments but also determine the long-term goals of the agency and enlist the cooperation of their subordinates to accomplish them. In this way, police leaders differ from police managers. A strategic plan with attainable goals coupled with a realistic strategy provides the membership of an organization with a clear vision of the leader's charted course. Better yet, a strategic plan developed with representation throughout the organization promotes "buy-in" and serves to further the allegiance toward organizational goals. Law enforcement executives must be aware of the latest trends in the field and respond to the changing environment in which the agency operates. In outlining the steps in designing a strategic plan, this article first advises that the development of a successful strategic planning process requires that managers and leaders "plan to plan." This means the planning must be structured into agency operations so that it is not overlooked under the press of daily operations. Also, planning must be "realistic about the time horizon." This involves looking beyond today's problems to forecast and present a clear vision for the future of the organization. Third, "present a vision and stick to it." Leaders must clarify and interpret the practical implications of a vision for the organization, such that stakeholders are brought on board and become part of the effort to achieve the goals of the vision. Other steps are to "gather the facts," "develop contingencies," "implement your organization's plan," and "measure results." 9 notes