Chapter 13 Planning, Programming, and Budgeting

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Learning Objectives Understand the nature of the planning process. Describe several methods of planning. Discuss the limitations associated with planning. Understand how crime analysis and intelligence-led policing assist in planning. Discuss the decision-making process and variables affecting the process. Understand the importance and uses of crime analysis and mapping. Appreciate the budgeting process, including types and functions of budgets. Know the budget development and approval process.

Planning and Programming 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 392 Identify objectives. Identify current arrangements. Understand the premises or determinants regarding future conditions that may affect the achievement of the objectives. Identify alternatives and select the most viable one. Implement the plan and measure the results.

Overview of Programming 392 In planning the implementation of a potential program, three aspects must be considered: Suitability: does a program address the problem? Feasibility: the department must have the resources to address the problem. Acceptability: political and social constraints within every community dictate what is acceptable and what is not acceptable.

Budgeting The acquiring and managing of resources 393 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 394 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 Traditional Crisis Entrepreneurial 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 Forecasting is the highest level of planning. 396 Forecasting is the highest level of planning. 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

Forecasting 396 Forecasting is assigned to a planning unit where past and present data are collated and analyzed and future trends extrapolated. Frequency and types of crimes being committed Information about citizens’ requests for services and complaints Response times Arrest rates Services rendered Crime clearance Citizen satisfaction with police https://www.youtube.com/watch?v=7lpCWxlRFAw (Forecasting in L.A)

Forecasting These data yield information in two important areas: 397 These data yield information in two important areas: How well the department currently responds to its environment, and, by examining the data over time. What the projected activity pattern will look like.

Policy Planning 397 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

Societal Changes and Their Effects on the Police Construction a new shopping mall Construction of a new high school Increase in new housing construction Closing several stores in downtown Construction of new bars or nightclubs Increase in traffic congestion, accidents, and thefts from autos Increase in traffic violation and minor crime in immediate area and on routes to school Need for additional patrols, minor crimes, and calls for service Increase in vagrancy, disorder, and minor crimes Increase in traffic problems and violations, disorder, and assaultive behaviors

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

Strategic Planning Four-stage planning process: Problem identification Identification of alternative strategies Evaluation of alternative strategies 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 Data collection Collation Analysis Dissemination 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 https://www.youtube.com/watch?v=c6Q9qHAnY_E CompStat NYPD

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 Who poses threats? What are the relationships among possible actors? What is the modus operandi of the threat? What is needed to catch the offenders and prevent the incident?

The Intelligence Process Collecting information from a variety of sources Collating and analyzing the information Disseminating the information 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

Budget Types and Functions 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 Preparation and submission Approval Execution Audit