Strategic Planning as a Management Philosophy

Strategic Planning as a Management Philosophy
Duration: 60 Minutes
Module 1 Resources
Recorded on: 2018-05-22
Unit 1 Slide Deck: Strategic Planning as a Management Philosophy
Unit 2 Recording: Strategic Planning as a Management Philosophy
Unit 3 Webinar Notes: Strategic Planning as a Management Philosophy
Unit 4 Handouts: Strategic Planning as a Management Philosophy

Creating a long-term and sustainable strategic plan can be one of the challenges for institutions – whether public or private. Ensuring that an institution’s priorities and trajectory are congruent to the vision that they have for the future is critical. But not everyone has the skills, know-how, or even the organizational culture and values to do so.

Today’s webinar will train us to become more effective leaders, stakeholders, and contributors towards the success of our agencies through strategic planning. Our esteemed guest, Will Davis, has a 31-year service in various law enforcement areas including technology procurement and implementation, policy development, strategic planning and performance measurement. Currently, he is serving as the Director of the Planning, Research and Accreditation Division for the Scottsdale Arizona Police Department.

Will walks us through the full strategic planning process, with his presentation including:

  • The International Association of Law Enforcement Planners (IALEP) and its role as a forum for various law enforcement institutions to exchange ideas, share best practices, programs, and policies.
  • The management study of the Scottsdale PD, and the results of the study which became the launchpad of their strategic planning.
  • The goals they intend to address with strategic planning towards a more participatory agency with personnel that has a sense of accountability.
  • The outcomes they aimed to arrive at to improve leadership development, increase participation and accountability, have better-managed resources, and achieve overall success of the agency and safety of the community.
  • Steps they took to get the strategic planning started that involved:
    • Identification of best practices and challenges
    • Evaluation and review of past initiatives, principles, and standards
    • Ensuring buy-in of stakeholders, leaders and the personnel
    • Planning and laying out timelines
  • The process that the agency went through to ensure that their strategic planning will be effective through:
    • Attending a workshop that helped them set the stage, develop a vision, direction, objectives, and ideas
      • A breakdown of the workshop participants, format, and samples were provided
    • Post Workshop Homework that they did to apply the outcomes of the workshop to the agency that produced their strategy definition form, vision statement, timelines based on importance and urgency, resource allocation, and tracking and reporting tools and process
    • Developing and publishing the final product of the strategic planning which contains details of the strategy, individual assignments, and timelines
    • The most important phase of progress reporting to serve as a medium to raise issues, a measure of success, and even a platform for professional development
      • Frequency of the meetings (i.e., weekly, monthly, quarterly), the tracking tools, and the details were provided and discussed
    • The annual performance report that details accomplishments, changes, and errata
    • The repeat process that makes the process cyclical and dynamic such that it re-evaluates visions, objectives, strategies, tools, timelines
  • The common hurdles and pitfalls encountered in the full strategic planning process and its enforcement.
  • Innovative concepts to familiarize with that can take the whole strategic planning process to a whole new level.
  • Poll questions determined the webinar participants’ knowledge of IALEP, Project Management, and Blue Sticky Wall exercises.
  • During the Q&A portion, audience members raised their concerns on:
    • Unattainable and/or unsustainable projects and initiatives
    • The dynamic nature of the process that allows for adjustments and re-evaluation
    • Availability of handouts
    • Will’s take on SWOT analysis being optional, and other methodologies that may be employed in its place
    • Quantifying success of the initiatives through performance measures


Additional Resources
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