Part IV Control Processes in Police Management

© 2011 Delmar, Cengage Learning

Part IVControl Processes inPolice Management

Chapter 13Planning, Programming,

and Budgeting


Learning Objectives

1. Understand the nature of the planning process.

2. Describe several methods of planning.

3. Discuss the limitations associated with planning.

4. Understand how crime analysis and intelligence-led policing assist in planning.

5. Discuss the decision-making process and variables affecting the process.

6. Understand the importance and uses of crime analysis and mapping.

7. Appreciate the budgeting process, including types and functions of budgets.

8. Know the budget development and approval process.


Planning and Programming

• Planning– Deciding what the police agency should be doing– Linking current activities to future conditions– Decision making regarding operational activities based on

anticipated contingencies

• Programming– Translates planning into “action-oriented” strategies– Planning serves no purpose unless it is interpreted into

programs


Overview of the Planning Process

1. Identify objectives.

2. Identify current arrangements.

3. Understand the premises or determinants regarding future conditions that may affect the achievement of the objectives.

4. Identify alternatives and select the most viable one.

5. Implement the plan and measure the results.


Overview of Programming

• In planning the implementation of a potential program, three aspects must be considered:1. Suitability

2. Feasibility

3. Acceptability


Budgeting

• The acquiring and managing of resources– Money provided to the department in its budget– All personnel and equipment

• Resources must be managed in a way that maximizes every dollar and every available person within the department.

• Planning, programming, and budgeting are intertwined.


Benefits of Police Planning

• Improved analysis of problems• Improved cooperation and coordination• Clear goals, objectives, and priorities• More effective allocation of resources• Improved programs and services• Improved capacity and quality of personnel


The Nature of the Planning Process

• Concern for the System– Purpose: how well the planner attends to the goals of the

department in the planning process– Stability: the sequential arrangement of departmental activities– Entirety: planning must consider the department as a whole

• Risk– The manager’s attitude toward innovation and opportunity– Risk is reduced when change is carefully planned


Planning Approaches

• Purposeful– Managers are concerned with the system and want to take advantage of

opportunities and thus are willing to take risks.

• Traditional– Managers don’t want to take risks out of fear.

• Crisis– Managers show little concern for the system and avoid risk.

• Entrepreneurial– Managers show little consideration for the system, but embrace risk.


Forecasting

• The research and analysis of societal trends to assess the future environmental picture as it relates to the police

• An effort to reduce uncertainty about the future by predicting environmental conditions so they can be addressed through departmental programming

• An effort to maintain stability while reducing risk to the department


Policy Planning

• The first step in using information acquired through forecasting

• The department’s efforts to determine its future role• Managers examine departmental strengths and

weaknesses, social data, and crime rates• Establish goals and objectives based on information


Strategic Planning• Determines how the department should achieve its policy goals and

objectives• Produces two types of plans:

– Program plans: implemented by department on a continuous basis to achieve a policy goal

– Contingency plans: developed for implementation when a “critical incident” occurs

• Four-stage planning process:1. Problem identification

2. Identification of alternative strategies

3. Evaluation of alternative strategies

4. Selection of the strategy to be implemented


Operational Planning

• Specifying of unit work assignments• Performed by unit commanders and supervisors• Enables administrators to assert some operational

control


The Decision-Making Process in Police Organizations• Programmed decisions

– Solutions are available from past experience and apply to routine or reoccurring problems

• Non-programmed decisions– Made when a new problem arises– Decision maker must acquire information, consider alternatives, and

make a decision


Variables Affecting Decision Making

• Outside pressures• Sunk costs• Personality characteristics• Influence of outside reference groups


Common Errors in Decision Making

• Cognitive near-sightedness• Assuming the future will repeat the past• Oversimplification• Overreliance on one’s experience• Preconceived notions• Unwillingness to experiment• General reluctance to make decisions


Group Decision-Making Model

• For the most part, multiple input contributes to better decisions

• Group dynamics should be controlled to avoid “groupthink”– Occurs when members concentrate on ensuring acceptance of

their decision instead of realistically appraising alternative actions


The Crime Analysis Process

1. Data collection

2. Collation

3. Analysis

4. Dissemination

5. Feedback and evaluation


Crime Mapping

• Specific types of crime or calls across the jurisdiction or within a specific area of a given period

• Activities for a particular shift or watch• Activities for a particular beat of police district• Activities in and around a “hot spot,” or concentration of crime

and disorder• Concentrations of activities in an area over time• Police activities in relation to social and ecological

characteristics


CompStat

• Computer comparison statistics• First implemented in NYC to introduce accountability to

police operations• Administrators hold commanders and their units

accountable for what occurs or doesn’t occur• Forces commanders to be more attentive to the units’

operations and hold supervisors accountable• Gives commanders latitude to plan and implement

innovative tactics and strategies


Intelligence-Led Policing

• The enhancement of police intelligence-gathering capability

• Dictates that departments not only begin collecting information about possible terrorists and targets, but that they should expand intelligence gathering skills

• Departments must reduce intelligence to a usable form and use it to drive decision making


Questions That Guide the Intelligence Process

1. Who poses threats?

2. What are the relationships among possible actors?

3. What is the modus operandi of the threat?

4. What is needed to catch the offenders and prevent the incident?


The Intelligence Process

1. Collecting information from a variety of sources

2. Collating and analyzing the information

3. Disseminating the information

4. Using intelligence and other information


The Budget Process

• The budget is the financial plan for the department.• Describes what the organization does• Provides a rationale for why the organization does what

it does• Establishes priorities by allocating resources to

organizational areas and activities


Budget Types and Functions• Control

– Holds agencies accountable for how they expend resources• Management

– Monitors and evaluates the cost of the department’s activities• Planning

– Planning, programming, and budgeting systems (PPBS)• Combines the planning process, program development, and budgeting

process into one systematic product• Ties objectives to a budget

– Zero-base budgets (ZBB)• Based on previous expenditure requests• Managers only need to justify new or increased expenditures


The Budget Cycle

1. Preparation and submission

2. Approval

3. Execution

4. Audit

Part IV Control Processes in Police Management

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