NCJ Number
129004
Journal
Police Chief Volume: 58 Issue: 3 Dated: (March 1991) Pages: 31,35-37,39
Date Published
1991
Length
5 pages
Annotation
This article describes the experiences of the Oregon State Police (OSP) Strategic Planning (SP) process as a response to a complex and changing environment.
Abstract
In addition to external influences, changes in demographics, resources, and demand for services have led to the use of SP for OSP operations and goals. An analysis of previous short-term programs and development of long range plans was still needed. Preparation for SP included obtaining input from 30 participants from all levels of the organization and enlisting the services of two organizational consultants. Completion of the OSP strategic plan required four, 1-day sessions over a 3-week period. The plan involved an explanation of its importance, the final product, the process, and its accompanying procedural rule, as well as SP assumptions. Six subcommittees were formed, each one with responsibility for a targeted goal that included at least one of the 30 managers involved in SP. These subcommittees have already made significant progress in implementing action plans within the first year of the time frame. OPS's experience with participative SP indicates this is a useful mechanism for helping police organizations adapt to the changing environment.