Develop a 700- to 1,050-word strategic plan annotated outline that discusses the approach to developing, implementing, and assessing a new 3-year strategic plan in the county/city of your choice.
The components that are essential for developing the strategic plan
Identification of the county or city, its introduction, and its current position or situation. In this case, the strategic plan is to deal with overpopulation in New York. The strategic plan gears toward identifying the problems that New York is facing as a result of its high population and limited resources.
Identifying the purpose for the formation of the strategic plan. The strategic plan must have a purpose for developing the plan. In this case, the purpose of the strategic plan is to develop a safe community for the citizens living in New York.
Identification of the long-term vision and mission for the strategic plan. The vision defines where the organization or the city wants to be in the future, while the mission explains why the strategic plan is in place (Barbosa et al., 2020). The mission defines what the plan is to achieve. The mission directs the strategies and innovation plans, as they must align with the mission of the plan.
Carrying out an internal and external analysis of the county. The analysis of the internal and external environments, also known as SWOT analysis, is essential in ensuring that the plan identifies the strengths and weaknesses available in the city and the opportunities and threats the plan is likely to face from the external environment.
Defining the strategic plan’s goals and objectives. The goals and objectives of the plan should be SMART. This implies they must be specific, measurable, attainable, realistic, and time-bound (Zeemering, 2021). The goals and objectives of the plan must align with the plan’s mission.
Outlining the strategies and initiatives that are essential for achieving the goals. Strategies are the intended directions that the plan must align to. The directions are geared towards achieving the goals. Initiatives, on the other hand, are intended to align the outcomes with the focus area. All these are made for the achievement of goals and objectives for meeting the mission and vision of the plan.
Carry out resource allocation, which will include human resources, financial resources, and the technology needed. Resource constraints are a concern that must be addressed by allocating the available resources to the duties. The duties must also be prioritized so that the essential duties are allocated resources first.
Have an implementation plan that shows the steps to be executed when carrying out the strategies for the plan. Further, it is essential to have an execution plan and duties assigned to those who will be responsible for them.
Know how the strategic plan will be monitored and evaluated. The monitoring of the plan requires that the project execution be constantly monitored to align with the objectives and achieve the goals. Further, performance indices are needed to monitor and evaluate the project. Empirical assessment strategies include assessing timelines, benchmarking, and evaluating plan feedback to guide strategic plan adjustments.
Know which stakeholders will be engaged. The plan will affect stakeholders like community members, government officials, local business people, and many others directly or indirectly.
A risk management strategy is essential for identifying and managing risks. Any strategy must have potential risks, which need mitigation strategies to help manage them.
The process takes three stages that are strategic planning, tactical planning, and operational planning. In strategic planning, it is essential to have the plan’s purpose. The goals and objectives are aligned here. It must have a comprehensive vision (Smith, 2020). It contains the responsibilities given to different sectors. At this point, the project’s duration is also defined; in this case, the plan is for three years. Tactical planning, on the other hand, helps in the translation of strategic decisions. The strategic decisions become actionable decisions at this point. The last one is operational planning, which involves the implementation of actions on tactical planning.
For the organization’s buy-in to take place effectively, there must be proper communication of the project’s goals and objectives. All stakeholders must be identified and properly involved. There must be clear messaging to the stakeholders and the use of the right channels to pass the information, like town halls, emails, and workshops. Further, there must be the showcasing of any success stories of such projects.
Stakeholders can be involved by collecting insights from them through interviews, surveys, and focus groups. The feedback from the stakeholders can be analyzed, and priority can be given to it. Then, the plan can be planned and adapted. Finally, transparent and clear communication is essential.
Part B.
Select a criminal justice/security organization and discuss how operational and tactical planning approaches were integrated into the strategic goals within the strategic plan.
The United States Department of Justice (DOJ) has the International Criminal Investigative Assistance Program (ICITAP), which has an operational strategy focusing on short-term actions to meet its strategic objectives within the timeframe (May & Wierda, 2021). Further, the plans have specific steps for implementation, resource allocation, and initiatives. Forming operations planning with tactical planning translates strategic decisions and makes them action steps. They further have foreign partners working on the same, and the partners work closely with them to stop terrorism. Identify and discuss at least two strategic management systems that can be applied to criminal justice/security organizations to formulate and assess their organizational strategic plans.
The two strategic management systems are the balanced scorecard and performance prism. The balanced scorecard has perspectives that can be used to formulate and assess a criminal justice organization (Janvrin et al., 2023). Such components are the different perspectives such as the internal process, customer, learning and growth, and financial perspectives. The performance prism is concerned with the perspective of the stakeholders and the societal impact. The components are on stakeholders’ satisfaction. Societal contribution, strategic fit, and benefits (Smith, 2020).
