Strategic Planning Process

 

 

 

 

Strategic Planning Process

Name of Student

Name of Institution

 

 

 

 

 

 

 

 

 

The Strategic Planning Process

Strategic planning is crucial to an institution as it provides a road map leading the organization towards a desired future that is in line with the organization’s mission and goals. The process of strategic planning is structured to organize inclusive participation; create great ideas for goals, strategies, mission and actions; create the effective coalition needed for incorporating and protecting the strategies in the implementation period; and create knowledge and competence to sustain implementation while getting involved in the succeeding phase of strategic planning.

The strategic planning process involves ten key stages; initiating and designing the processes of strategic planning; identifying the mandates of the organization; clarifying the values and mission of the organization; assessing the internal and external environments to establish the weaknesses, strengths, threats and opportunities; establishing strategic issues being encountered by the organization; formulating strategies that can manage the identified issues; reviewing and incorporating the strategic plans; establishing an organizational vision that is effective; developing an implementation process that is effective and; reassessing the strategies and the planning process involved (Bryson, 2011; Costanza et al.,2015)

Strategic planning plays an important role to the success of public and non-profit institutions. It helps in clarifying the desired outcomes of the organization, and aids in selecting specific strategies from the diverse options available, so that the organization can achieve those desired outputs. Strategic planning also helps these organizations to establish parameters of measuring progress.

In criminal justice organizations, strategic planning assists in forecasting future needs for justice services. It also helps to prioritize changes within the justice system which are necessary for fighting crime (Watson & Freeman, 2012; Wright, 2014).

SWOT Analysis

In order for an organization to make future plans, it must know its current position and factors that might influence or affect its future. Therefore, in the early stages of the strategic planning process, the institution must conduct a situation or environmental analysis, which entails determining the current weaknesses and strengths, and examining the environment for possible opportunities and hurdles.

The Chicago Police Department serves as the major law enforcement unit for Chicago City which is located in Illinois State. The department comes second after New York Police Department in terms of its magnitude as a non federal agency. The department has about 12224 officers and about 2000 civilian employees. The department has four major bureaus and 22 police districts (National Intelligence Council, 2012; Ogilvy, 2011)

Current strengths of the department include a good working environment for the workforce; good support from the community; training opportunities that provide individual and organizational growth; strong partnerships; upgraded technology in the equipments and vehicles; young and energetic workforce; great commitment among staff to the goals and values of the department; and accountability of the police to members of the public. The institution’s current weakness include; increased property crime rate; inadequate staffing; insufficient training budget; experienced officers about to retire, hence loss of valuable expertise in the near future.

Opportunities for the institution include; new leadership; extension of desk hours to improve customer service. The threats which are known and anticipated include; increased dependence on technology; demand for additional civilian staff; escalating budget costs; limitation of the overtime budget impacting the quality of service delivery.

 

Discussion 2

The Strategic Planning Process

The Strategic Planning Process

Strategic planning is crucial to an institution as it provides a road map leading the organization towards a desired future that is in line with the organization’s mission and goals. The process of strategic planning is structured to organize inclusive participation; create great ideas for goals, strategies, mission and actions; create the effective coalition needed for incorporating and protecting the strategies in the implementation period; and create knowledge and competence to sustain implementation while getting involved in the succeeding phase of strategic planning.

The strategic planning process involves ten key stages; initiating and designing the processes of strategic planning; identifying the mandates of the organization; clarifying the values and mission of the organization; assessing the internal and external environments to establish the weaknesses, strengths, threats and opportunities; establishing strategic issues being encountered by the organization; formulating strategies that can manage the identified issues; reviewing and incorporating the strategic plans; establishing an organizational vision that is effective; developing an implementation process that is effective and; reassessing the strategies and the planning process involved (Bryson, 2011; Costanza et al.,2015)

Strategic planning plays an important role to the success of public and non-profit institutions. It helps in clarifying the desired outcomes of the organization, and aids in selecting specific strategies from the diverse options available, so that the organization can achieve those desired outputs. Strategic planning also helps these organizations to establish parameters of measuring progress.

In criminal justice organizations, strategic planning assists in forecasting future needs for justice services. It also helps to prioritize changes within the justice system which are necessary for fighting crime (Watson & Freeman, 2012; Wright, 2014).

Discussion 3

SWOT Analysis

In order for an organization to make future plans, it must know its current position and factors that might influence or affect its future. Therefore, in the early stages of the strategic planning process, the institution must conduct a situation or environmental analysis, which entails determining the current weaknesses and strengths, and examining the environment for possible opportunities and hurdles.

The Chicago Police Department serves as the major law enforcement unit for Chicago City which is located in Illinois State. The department comes second after New York Police Department in terms of its magnitude as a non federal agency. The department has about 12224 officers and about 2000 civilian employees. The department has four major bureaus and 22 police districts (National Intelligence Council, 2012; Ogilvy, 2011)

Current strengths of the department include a good working environment for the workforce; good support from the community; training opportunities that provide individual and organizational growth; strong partnerships; upgraded technology in the equipments and vehicles; young and energetic workforce; great commitment among staff to the goals and values of the department; and accountability of the police to members of the public. The institution’s current weakness include; increased property crime rate; inadequate staffing; insufficient training budget; experienced officers about to retire, hence loss of valuable expertise in the near future.

Opportunities for the institution include; new leadership; extension of desk hours to improve customer service. The threats which are known and anticipated include; increased dependence on technology; demand for additional civilian staff; escalating budget costs; limitation of the overtime budget impacting the quality of service delivery.

Discussion 6

Writing Scenarios

Growth/socioeconomic scenarios: What might the future look like given different population or growth projections in 20 years? Explain which trends are likely to have the most impact on your organization and region. Explain which trends are likely to have predictable outcomes and which may have unpredictable ones

The general trend in policing in the United States at large involves even more agitation from the members of the public. This has seen the development of more community policing ideas and forces fighting the group profiling and stereo-typing of the minorities. As the population is expected to grow steadily for the next twenty years as depicted by projects such as Go 2040, there is an expected rise unemployment rates, and overexploitation of the existing resources (Population Forecast, 2015). This could lead to a rise in the number of organized gangs in the backstreets of Chicago in similar proportions. In the wake of this, the Chicago Police Department plans to recruit even more members to the organization, improve on its forensic capacity and, most importantly, engage more members of the society to vigilance through education and campaigns. The organization is also likely to be engaged more in community improvement programs to avoid deterioration of the existing conditions in line with the broken-glass theory of policing (Watson & Freeman, 2012). Considering that America is currently in an election period, it may be hard to predict the outcomes and, consequently, the perception of the people towards racial, religious and ethnic profiling. This could have an impact on the community’s cohesion and the general community policing strategies set in place. More campaigns and awareness drives are however projected to ensure that the status quo remains.

 

References

Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (4th ed.). San Francisco, CA: Jossey-Bass.

Costanza, R., Kubiszewski, I., Cork, S., Atkins, P. W. B., Bean, A., Diamond, A., . . . Patrick, A. (2015). Scenarios for Australia in 2050: A synthesis and proposed survey. Journal of Futures Studies, 19(3), 49–76. Retrieved from http://www.jfs.tku.edu.tw/wp-content/uploads/2015/03/19-3-A4-Costanza-small.pdf

National Intelligence Council. (2012). Global trends 2030: Alternative worlds. Retrieved fromhttp://www.dni.gov/files/documents/GlobalTrends_2030.pdf

Ogilvy, J. (2011). Facing the fold: Essays on scenario planning [ebrary version]. Axminster, England: Triarchy Press.

Watson, R., & Freeman, O. (2012). Futurevision: Scenarios for the world in 2040. Victoria, Australia: Scribe.

Wright, D. L., Buys, L., Vine, D., Xia, B., Skitmore, M., Drogemuller, R., . . . Li, M. (2014). EUTOPIA 75+: Exploratory futures scenarios for baby boomers’ preferred living spaces. Journal of Futures Studies, 19(2), 41–60. Retrieved from http://www.jfs.tku.edu.tw/wp-content/uploads/2015/01/19-2-Article3-Buys.pdf

 

Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (4th ed.). San Francisco, CA: Jossey-Bass.

Costanza, R., Kubiszewski, I., Cork, S., Atkins, P. W. B., Bean, A., Diamond, A., . . . Patrick, A. (2015). Scenarios for Australia in 2050: A synthesis and proposed survey. Journal of Futures Studies, 19(3), 49–76. Retrieved from http://www.jfs.tku.edu.tw/wp-content/uploads/2015/03/19-3-A4-Costanza-small.pdf

National Intelligence Council. (2012). Global trends 2030: Alternative worlds. Retrieved fromhttp://www.dni.gov/files/documents/GlobalTrends_2030.pdf

Ogilvy, J. (2011). Facing the fold: Essays on scenario planning [ebrary version]. Axminster, England: Triarchy Press.

Population Forecast. Retrieved on 15th Dec 2015 from http://www.cmap.illinois.gov/data/demographics/population-forecast

Watson, R., & Freeman, O. (2012). Futurevision: Scenarios for the world in 2040. Victoria, Australia: Scribe.

Wright, D. L., Buys, L., Vine, D., Xia, B., Skitmore, M., Drogemuller, R., . . . Li, M. (2014). EUTOPIA 75+: Exploratory futures scenarios for baby boomers’ preferred living spaces. Journal of Futures Studies, 19(2), 41–60. Retrieved from http://www.jfs.tku.edu.tw/wp-content/uploads/2015/01/19-2-Article3-Buys.pdf

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