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Strategic management is the process of setting goals, procedures, and objectives in order to make a company or organization more competitive. ... Often, strategic managementincludes strategy evaluation, internal organization analysis, and strategy execution throughout the company. Each student shall prepare a 600 word report that examines whether, how, and why strategic management is/could/should be relevant and important for the criminal justice specialization.  Use APA formatting, and include title page and references.PMO/BPM Team June 2010 FINAL Criminal Justice Information Systems Strategic Plan http://rds.yahoo.com/_ylt=A0WTefb2q6tLaC0A9n.JzbkF;_ylu=X3oDMTBqMDkzMnFjBHBvcwM2NARzZWMDc3IEdnRpZAM-/SIG=1jr88mvom/EXP=1269628278/**http:/images.search.yahoo.com/images/view?back=http://images.search.yahoo.com/search/images?p=scales+of+justice&b=61&ni=20&ei=utf-8&xargs=0&pstart=1&fr=yfp-t-701-s&w=474&h=467&imgurl=strangeglue.com/show_image/1224082140/475.jpg&rurl=http://strangeglue.com/news/america-amps-up-copyright-laws/2837&size=36k&name=The+U+S+scales+o...&p=scales+of+justice&oid=9edacc1dbdb3d560&fr2=&no=64&tt=19417&b=61&ni=20&sigr=11v2865b6&sigi=11ddhulpg&sigb=13ku6gg3r� Criminal Justice Information Systems Strategic Plan 2 of 33 Table of Contents Page Vision 3 Mission 3 Objective 3 Executive Summary 4 Current State 5 High Level Strategy 6-7 Action Plan 8-18 Appendix 20-29 Criminal Justice Information Systems Strategic Plan 3 of 33 Mecklenburg County will have technologically advanced information systems for administering criminal justice services effectively and efficiently. Vision Statement Mission Statement To create, integrate, and operate automated systems that support accurate and timely information exchange among criminal justice agencies in Mecklenburg County To provide a comprehensive strategy for improving the quality, accuracy, accessibility and timeliness of information generated, updated, managed and disseminated by Mecklenburg County criminal justice agencies. This will enhance the overall quality of information related to criminal justice for Mecklenburg County and the State of North Carolina. Objective We recognize criminal justice agencies as independent; however, no one organization can operate effectively without cooperation. Guiding Principles We value collaboration and communication among all levels of government. We realize the necessity of protecting shared information and equipment from misuse to ensure the integrity of justice information. We believe implementing innovative technology within the criminal justice system improves the delivery of services to the community and makes the best use of taxpayer dollars. Criminal Justice Information Systems Strategic Plan Executive Summary PMO/BPM Team 4 of 33 This strategic plan exists to pursue, develop, and implement an integrated justice information system for Mecklenburg County. Integrated justice planning is concerned with architecture, infrastructure, and interfaces. It is not about software applications, which is decided by the agencies that use them. The purpose of creating an integrated justice information system is to provide quality, accurate, and timely information to criminal justice personnel so they may conduct their work efficiently and effectively, and make informed decisions regarding public safety. CurreReview of General Management, Volume 30, Issue 2, Year 2019 55 COMPLEXITY AND FLEXIBILITY IN STRATEGIC MANAGEMENT Oriana Helena NEGULESCU�� Abstract: In todays economic environment, characterized by complexity and vola- tility, the organizations management must continually adapt its strategy, even if it is designed according to the strategic mission and vision of the organization. How- ever, organizations themselves are complex organisms. In an external and internal environment characterized by complexity, the management of the organization faces the difficulty of designing the strategies, which, related to the environment and the organization, become complex. Practical reality demonstrates that the primary tool that can be used by management in the exposed conditions is flexibil- ity. In this context, the paper focuses on these four challenges of strategic man- agement: the complexity of the environment, the complexity of the organization, the complexity of the strategies, and the flexibility in elaborating and adapting the strategies of the organization. The research methodology is based on the study of references, observation, and own opinion on the treated subject. Key words: Environment complexity, organizations’ complexity, strategies com- plexity, flexibility, strategic management JEL Classification: L10, L20, M10 1. Introduction The word “complex” can be defined as “consisting of interconnected and interwoven parts” (Van Dijke & Scheele, 2019). The entire world is complex. It may be seen as a sandwich between a view that the world works like a machine and a belief that the world is chaotic, unpredictable, and without structure (Boulton et al., 2015). There is the explicit recognition that a complexity perspective entails the rejection of assumptions of predictability and control in management, � Spiru Haret University, Faculty of Legal Sciences and Economic Sciences, Brasov, Romania, bellatrix360yahoo.fr 56 Volume 30, Issue 2, Year 2019 Review of General Management and the adoption of assumptions of multiple, interacting self-organizing en- tities that learn and change over time. While there are periods of stable be- haviour and features of the system that function as constraints on elements of the system, the diversity and adaptation of entities creates the possibility for both evolutionary and unpredictable, sudden changes (Eppel & Rodes, 2018). Nevertheless, complexity is found in any of the activities of an organi- zation. Some authors have addressed complexity in business: in sales and market (Swait & Adamowicz, 2001), in production (Azadegan et al., 2013), in decision making (Gorzeń-Mitka & Okręglicka, 2014). But complexity is also present in other areas, such as medicine, education, or in public organi- zations. In strategic management, the most critical challenges are related to the complexity of the enviHome » Components » Incorporate Strategic Planning Incorporate Strategic Planning Printer-friendly version Definition Strategic Planning is the cornerstone of implementing and sustaining the Correctional Industries Best Practices Model. Strategic planning is an organization s process of defining its direction, goals, and strategies , and making decisions on allocating resources pursuant to those strategies. Strategic plans identify what an organization is striving to achieve and map out the necessary steps needed to be successful. Developing a strategic plan is a multi-step process with one step building off of another. In Correctional Industries (CI), having a strategic plan is vital. A strategic plan shouldclearly define goals and measurements to assess both the internal and external situations. Formulating a strategic plan, implementing the strategies, evaluating progress and making adjustments as necessary will keep the CI’s purpose and direction on the right track. A strategic plan includes having vision and mission statements that describe what you are doing and where you want to go. The vision and mission of a CI organization should include a focus on training and reentry, as well as the business aspects of the organization. Rationale/Benefits Strategic planning is a very important business activity that can be highly effective when incorporated in CI. No matter where your organization is in its development, it is always important to evaluate where it is currently, where you want it to be, and when. Strategic Planning is the process used in setting goals that will help lead the organization to success. A strategic plan is dynamic, yet practical, and serves as a guide to implementing programs, evaluating how these programs are doing and making adjustments when necessary. A strategic plan reflects the needs of the organization and customers, and will integrate them with the organizations purpose, mission, and vision into a single document. The development of a plan requires much probing, discussion, and examination of the views of the leaders who are responsible for the plans preparation. It is an excellent process in evaluating an organization and will provide a plan for incorporating best practices into daily processes. The purpose of strategic planning is to assist CI in establishing priorities that will better serve the needs of incarcerated individuals, employees and stakeholders. Practices 1. Determine the current state of your Correctional Industry In order to determine the future direction of the organization, it is necessary to understand its current position and the possible avenues through which it can pursue particular courses of action. This is harder than it looks. Some leaders see their organization how they want it to be, not how it actually appears to others. Generally, the strategic planning process starts with at least one of four key questions: What do we do? For whom do we do it? What do we want to look lMembership Member Login Contact Us Search Site Home About Events Issues & Policy Investing Byrne JAG Training State Agencies Members Guide to Effective Strategic Planning To contact the strategic planning team, email us. A strategic plan is a road map for accomplishing a goal in an effective and timely manner. Strategic planning is a continuous analytic process used 1. Create a focus for activities and resources to achieve specific results, and 2. Develop shared responsibility for achieving those results. The process provides a systematic way for an organization or system to express its vision, describe its values, state or update its mission, identify strengths and weaknesses, and develop and accomplish short- and long-term goals. While there are many strategic planning models, and no single model or process is the perfect fit for every situation, effective strategic planning processes are designed to address the following questions: Where are we now? Where do we want to be? What specific policies, practices, programs or other activities will be implemented to get us there? Are we following our designated road map and achieving our expected results? One of the core features of an effective strategic planning process is its ongoing and cyclical nature. A sound strategic plan is dynamic rather than static; it incorporates ongoing learning and continuous quality improvement. For example, sustainable strategic planning requires: (1) ongoing monitoring of progress in achieving expected results, (2) an assessment of problems, needs, internal and external conditions, and (3) ensuring effective solutions on a routine and ongoing basis. Knowledge of implementation progress and problems, and new or emerging conditions, informs the planning process and maximizes effectiveness. Incorporate Data into Planning An effective strategic planning process uses data and analysis in several important ways. Research, statistical analysis, and other background materials are relied upon to help define the current environment from an objective standpoint and to better understand and prioritize problems and needs (i.e. crime problems, system inefficiencies, gaps in services, targets for reforms, etc.). Data is also important for monitoring progress in implementing the plan, and to document how well the plan mitigates identified problems and needs. Monitoring implementation in a systematic, data-driven fashion is critical—as deviations from the plan are likely to occur. Identifying problems before they become intractable, so that corrective action can be taken, is the key to maximizing success. In order to determine the effects of constituent programs and the overall impact of the plan, outcome evaluation is equally important. Evaluation conducted during and after the development of programs should be a core feature of the plan, and investments to build evaluation capacity should be made when existing capabilities are insufficient for the plan’s assessmenWhat is a Hero?: The American Heroes Press Short Story Anthology Hi Tech Criminal Justice More Info Leadership: Texas Hold Em Style Andrew J. Harvey More Info $0.99 A Concise History of... 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In this environment, success depends on how well organizations recognize and adapt to change. Management theorist Tom Peters put it very well when he said that the most successful organizations in the future will be the ones that thrive on chaos.(1) Those that cannot identify and act on emerging issues are doomed to, at least, inefficiency and ineffectiveness and, at most, disaster and possibly even destruction. What does this trend mean to law enforcement? With its traditional, paramilitary structure, law enforcement has proven slow to adapt to change. While traditional methods have brought success in the past, relying on these techniques in the future may be dangerous. To achieve success in the next century, law enforcement agencies must recognize and welcome emerging trends. Part of this means changing the way they operate, from their organizational structures to their management of human resources. This article discusses the strategies that law enforcement agencies ne! DC COURTS LATEST CORONAVIRUS UPDATES Steps The DC Courts Have Taken to Keep You Safe Click here for information on the current status of court operations due to covid. Haga click para Español. # District of Columbia Courts A A HOME $ ABOUT $ EXECUTIVE OFFICE $ STRATEGIC MANAGEMENT DIVISION SHARE STRATEGIC MANAGEMENT DIVISION All individuals and organizations seeking DC Courts data or the support of DC Courts in research should complete a Data Request Form. Individuals and organizations who are not associated with the DC or Federal Government should complete the DC Courts Data and Research Request Form A (Public). Individuals and organizations who are associated with the DC or Federal Government should complete the DC Courts Data and Research Request Form B (Non-Public). This form should be completed electronically and submitted to the Strategic Management Division at: [email protected] If you have questions on completing the form, please consult the Instructions and Frequently Asked Questions. The Strategic Management Division works to build the Courts capacity to develop, execute, and evaluate strategy and performance to better serve the public. We provide innovative strategies and evidence-based information to develop policies, enhance the administration of justice, and improve the quality of services at the DC Courts. The division performs strategic planning, analysis, research, and performance measurement functions to enhance strategic management of the DC Courts. Our services enable judges and court administrators to make decisions based on evidence and best practices, and facilitate the Courts’ performance monitoring and accountability to the public as the District’s Judicial Branch. The Strategic Management Division team is responsible for: Strategic Planning and Development: leading court planning and development initiatives to set organizational goals, foster innovation and change management, and promote effective strategy execution. The Division works collaboratively with other divisions in ongoing efforts to develop strategic and performance solutions to enhance the delivery of justice. Staff works continuously with the Strategic Planning Leadership Council (SPLC) resulting in a Strategic Plan for the Courts every five years and to monitor implementation. Research and Evaluation: designing and executing research studies, program evaluations, and data, policy, and business process analyses to evaluate court programs, services and operations. Research results are used to inform program enhancements, request funding for new services, and reengineer business operations to increase efficiency. The Division promotes collaborative partnerships and data exchanges with external research organizations and academic institutions to support evaluation initiatives that will enhance the state of knowledge about the justice system. Organizational Performance: working with court leadership to identify organizational performance measThe Police Chief is the o!cial publication of the International Association of Chiefs of Police. All contents © 2003–2021 International Association of Chiefs of Police. All Rights Reserved. Copyright and Trademark Notice | Member and Non-Member Supplied Information | Links Policy 44 Canal Center Plaza, Suite 200, Alexandria, VA USA 22314 | 703.836.6767 or 1.800.THE IACP Designed and Built by Matrix Group International, Inc.® LOG OUTLOG OUT ! # SELECT LANGUAGE ​ ▼ Police Chief Magazine | Topics | Research & Evidence-Based Policing | Is Your Agency an Integrated Strategic Management System? Is Your Agency an Integrated Strategic Management System? Gregory A. Warren, EdD, Captain (Retired), Delaware State Police Many law enforcement agencies from throughout the United States have long realized some degree of divergence and ine!ciency between an agency’s many administrative and operational functions. The results of this incongruence in philosophies and priorities and lack of cooperation between organizational entities —from individuals, to teams, to entire divisions—can result in a wide variety of negative inuences on the agency. This large-scale, agency-wide dysfunctionality can result in internal competition; political maneuvering; a lack of interdepartmental cooperation; a lack of both short-term and long-range planning; a failure to execute plans and orders; the enactment of inept policies and procedures; and many other e#ects, which detract from the agency’s daily administrative functions and law enforcement operations. So as law enforcement realizes even greater internal and external competition for limited resources, particularly during these challenging economic times, all stakeholders and citizens alike will most certainly continue to expect the same levels and quality of service to which they have become accustomed. No one will accept limited $nancial resources or the further growth of the typical police bureaucracy as an excuse for less than premier law enforcement services, particularly in those jurisdictions where crime and tra!c conditions continue to worsen. Read More 1 CURRENT ISSUE READ ISSUEREAD ISSUE Contact Us IACP IACP Conference Discover Policing Copyright Privacy Policy $ \% & MAGAZINE TOPICS COLUMNS TRANSLATIONS SUBMISSIONS ADVERTISINGsearch http://www.theiacp.org/ https://twitter.com/TheIACP?ref_src=twsrc\%5Egoogle\%7Ctwcamp\%5Eserp\%7Ctwgr\%5Eauthor https://www.facebook.com/TheIACP/ https://www.youtube.com/user/TheIACP https://www.policechiefmagazine.org/wp-login.php?action=logout&redirect_to=\%2F&_wpnonce=6870f9d439 javascript:void(0) https://www.policechiefmagazine.org/ https://www.policechiefmagazine.org/category/topics/ https://www.policechiefmagazine.org/category/topics/research-evidence-based-policing/ https://www.policechiefmagazine.org/is-your-agency-an-integrated-strategic-management-system/ https://www.policechiefmagazine.org/nimble-auth/login/?redirect_to=https\%3A\%2F\%2FwwwI s P a b a A K I P I S 1 a c s f o t s g i t r m 2 t s d t s b p 0 d International Journal of Information Management 30 (2010) 343–349 Contents lists available at ScienceDirect International Journal of Information Management j o u r n a l h o m e p a g e : w w w . e l s e v i e r . c o m / l o c a t e / i j i n f o m g t nformation management in law enforcement: The case of police intelligence trategy implementation eter Bell a, Geoff Dean a, Petter Gottschalk b,∗ School of Justice, Faculty of Law, Queensland University of Technology, GPO Box 2434, Brisbane, Qld 4001, Australia Norwegian School of Management, Nydalsveien 37, N-0442 Oslo, Norway r t i c l e i n f o rticle history: a b s t r a c t Strategy implementation is important because failure to carry out strategy can cause lost opportunities eywords: ntelligence information olicing and leave police officers reluctant to do strategic planning. Lack of implementation creates problems in maintaining priorities and reaching organizational goals. The strategy execution task is commonly the most complicated and time-consuming part of strategic, management. Yet, strategy implementation suffers from a general lack of academic attention. This research paper makes a contribution to police strategy implementation literature by developing a, research model to study the extent of intelligence . mplementation determinants trategic planning strategy implementation . Introduction Strategy implementation suffers from a general lack of academic ttention. Despite the importance of the strategy execution pro- ess, much more attention is paid to strategy formulation than trategy implementation. As one of several reasons put forward or this discrepancy, Atkinson (2006) suggests that researchers ften underestimate the difficulties involved in studying such a opic. In May 2007, the Norwegian Police Directorate concluded a trategy process with the document ‘National Strategy for Intelli- ence and Analysis’. According to the document, all police districts n Norway had to implement the strategy (POD, 2007). This is he implementation case to be studied in this research paper. Our esearch question might be formulated as follows: What are deter- inants of law enforcement strategy implementation? . The concept of strategy implementation There are inherent problems associated with the use of the erm strategy implementation. From a strict strategic planning per- pective, theorists would argue that there are some significant ifferences between implementation as a strategy and implemen- ation as a plan. Any confusion over terminology used to describe trategy planning or strategy management is further compounded y the differing approaches devised to enhance understanding of ∗ Corresponding author. Tel.: +47 46410716. E-mail addresses: [email protected] (P. Bell), [email protected] (G. Dean), [email protected] (P. Gottschalk). 268-4012/$ – see front matter © 2010 Elsevier Ltd. All rights resChapter 1 U.S. Department of Justice Criminal Division I C I T A P S T R A T E G I C P L A N F I S C A L Y E A R S 2 0 1 8 – 2 0 2 2 The opinions contained herein are those of the author(s) or contributor(s) and do not necessarily represent the official position or policies of the U.S. Department of Justice. References to specific individuals, agencies, companies, products, or services should not be considered an endorsement by the author(s), the contributor(s), or the U.S. Department of Justice. Rather, the references are illustrations to supplement discussion of the issues. The internet references cited in this publication were valid as of the date of publication. Given that URLs and websites are in constant flux, neither the author(s), the contributor(s), nor the COPS Office can vouch for their current validity. This resource may be subject to copyright. The U.S. Department of Justice reserves a royalty-free, nonexclusive, and irrevocable license to reproduce, publish, or otherwise use and to authorize others to use this resource for Federal Government purposes. This resource may be freely distributed and used for noncommercial and educational purposes only. Recommended citation: International Criminal Investigative Training Assistance Program. 2020. ICITAP Strategic Plan: Fiscal Years 2018–2022. Washington, DC: Office of Community Oriented Policing Services. Published 2020 Contents Foreword from the Assistant Attorney General . . . . . . . . . . . . . . . . . . . . . . . vii Message from the Office of the Director . . . . . . . . . . . . . . . . . . . . . . . . . . ix Mission and Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Mission Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 ICITAP in the U.S. Department of Justice . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 ICITAP in the U.S. Interagency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Cross-Cutting Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Unity of effort and purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Fusion of law enforcement expertise . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Comprehensive justice sector reform . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Champion American values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Sustainable development . . . . The Police Chief is the o!cial publication of the International Association of Chiefs of Police. All contents © 2003–2021 International Association of Chiefs of Police. All Rights Reserved. Copyright and Trademark Notice | Member and Non-Member Supplied Information | Links Policy 44 Canal Center Plaza, Suite 200, Alexandria, VA USA 22314 | 703.836.6767 or 1.800.THE IACP Designed and Built by Matrix Group International, Inc.® Leadership LOG OUTLOG OUT ! # SELECT LANGUAGE ​ ▼ Police Chief Magazine | Topics | Leadership | Strategic Management in Policing: The Role of the Strategic Manager Strategic Management in Policing: The Role of the Strategic Manager Kim Charrier, Strategic Manager, Phoenix Police Department, Arizona Successful police executives are driving organizational change through strategic management-an ongoing process that seeks opportunities to enhance operational e!ciencies by identifying internal issues and external inuences that hinder organizational sustainability. It focuses on management’s responsibility for implementation to create a customer-focused, high-performance learning organization. Strategic managers integrate strategic planning with other management systems. 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Detailed Record PDF Full Text Source: Harvard Business Review Date: May 1, 1991 Inside this work » Full Text Contents A Blueprint for Fina... 73 The New Old-Fashione... 87 Teaching Smart Peopl... 99 Crime and Management... 110 The Strategic Manage... 122 Illustrations Choose Another Issue HTML Full Text Google Drive Print E-mail Add to folder Cite Export Permalink « Result List Refine Search Download PDF Sign In Folder Help 1 - 5 6 - 10 11 - 15 http://library.umgc.edu/ https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/[email protected]1&vid=34&oid=AN\%209835525&rdb=heh&rid=AN\%209835525&fmt=C https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=34&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101# https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/FormatLink?sid=554c5c98-1a31-474d-838[email protected]&vid=34&oid=AN\%209835525&rdb=heh&rid=AN\%209835525&fmt=T https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=34&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101# https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=34&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101# https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=34&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101# https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=34&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101# https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=34&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101# https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=34&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101# https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=34&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101# javascript:__doPostBack(ctl00$ToolbarArea$viewerToolbarCtl$lnkSignIn,) javascript:openWideTip(https://support-ebsco-com.ezproxy.umgc.edu/help/?int=eds&lang=en&feature_id=none&TOC_ID=Always&SI=0&BU=0&GU=1&PS=0&ver=live&dbs=) https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=34&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101# https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=34&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101# https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=34&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101#Strategic Planning. Detailed Record PDF Full Text Source: Sheriff Date: May 1, 2004 Inside this work « Full Text Contents Strategic Planning. 64 TRAINING NEWS. 69 Sheriffs Make Opera... 70 Traffic Safety Roundup. 71 Flying While Armed. 74 Illustrations Google Drive Print E-mail Add to folder Cite Export Permalink « Result List Refine Search Download PDF Sign In Folder Help 16 - 20 http://library.umgc.edu/ https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/[email protected]1&vid=38&oid=AN\%2013718078&rdb=edo&rid=AN\%2013718078&fmt=C https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=38&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101# https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=38&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101# https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=38&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101# https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=38&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101# https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=38&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101# https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=38&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101# https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=38&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101# https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=38&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101# javascript:__doPostBack(ctl00$ToolbarArea$viewerToolbarCtl$lnkSignIn,) javascript:openWideTip(https://support-ebsco-com.ezproxy.umgc.edu/help/?int=eds&lang=en&feature_id=none&TOC_ID=Always&SI=0&BU=0&GU=1&PS=0&ver=live&dbs=) https://eds-b-ebscohost-com.ezproxy.umgc.edu/eds/pdfviewer/pdfviewer?vid=38&sid=554c5c98-1a31-474d-838c-9695e7dc3415\%40sessionmgr101#CRIMINAL JUSTICE Criminal Justice>Criminal Justice System>Strategic Planning in Policing Strategic Planning in Policing There is a growing and rather extensive literature on strategic planning. For example, the Learning Resource Center at the FBI Training Academy has compiled a ten-page bibliography on strategic planning. This bibliography lists items available at the FBI Academy Library. Melcher and Kerzner (1988,20), tracing the evolution of strategic planning theory, write that the first interest in the subject can be traced to the Harvard Business School in 1933, when top management’s ”point of view” was added to the business policy course. This perspective emphasized incorporating a firm’s external environment with its internal operations. George Steiner’s classic work Strategic Planning: What Every Manager Must Know was published in 1979 and is generally considered to be the bible of strategic planning. Steiner asserts that strategic planning is inextricably interwoven into the entire fabric of management. Steiner lists fourteen basic and well-known management processes (for example, setting objectives and goals, developing a company philosophy by establishing beliefs, values, and so forth) that make up the components of a general management system and links them to a comprehensive strategic planning process (7-8). There are many different models or approaches to strategic planning. Melcher and Kerzner’s topic Strategic Planning: Development and Implementation provides an excellent description and review of various models. In essence, strategic planning is a highly rational approach to the management process. It seeks to answer the following questions: Why does the organization exist? What is the organization doing today? What should the organization be doing in the future? What short-term objectives and longer- term goals must be accomplished to bridge the gap from the present to the future? There is some debate among strategic planners as to whether this analysis can be meaningful without identifying the organizational culture, its values and norms, and the values of critical decision makers. Thus, a number of models of the strategic planning process include a values identification, audit, and analysis step. Many other models do not include this step. The writer’s experience has been that many law enforcement officials are turned off by what they see as ”mushy, touchy-feely, organizational psychology concepts” intruding into the planning process. The writer believes that an understanding of the organizational culture is extremely important to the success of any attempt to change an organization. Strategic planning is such an effort—changing the organization from its present to its future. Nevertheless, many organizations and their members are not ready for this kind of self-examination. Strategic planning can assist law enforcement agencies in performing their mission without including the values analysis step. Evolution of Manage