1. Chapter 13 Planning, Programming, and Budgeting

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3. 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.

4. 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

5. Overview of the Planning Process
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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.

6. Overview of Programming
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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.

7. Budgeting The acquiring and managing of resources
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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.

8. 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

9. The Nature of the Planning Process
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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

10. 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.

11. Forecasting Forecasting is the highest level of planning.
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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

12. Forecasting
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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
(Forecasting in L.A)

13. Forecasting These data yield information in two important areas:
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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.

14. Policy Planning
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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

15. 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

16. 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

17. Strategic Planning Four-stage planning process: Problem identification
Identification of alternative strategies
Evaluation of alternative strategies
Selection of the strategy to be implemented

18. Operational Planning Specifying of unit work assignments
Performed by unit commanders and supervisors
Enables administrators to assert some operational control

19. 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

20. Variables Affecting Decision Making
Outside pressures
Sunk costs
Personality characteristics
Influence of outside reference groups

21. 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

22. 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

23. The Crime Analysis Process
Data collection
Collation
Analysis
Dissemination
Feedback and evaluation

24. 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

25. 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
CompStat NYPD

26. 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

27. 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?

28. The Intelligence Process
Collecting information from a variety of sources
Collating and analyzing the information
Disseminating the information
Using intelligence and other information

29. 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

30. Budget Types and Functions
Control
Holds agencies accountable for how they expend resources
Management
Monitors and evaluates the cost of the department’s activities

31. 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

32. The Budget Cycle
Preparation and submission
Approval
Execution
Audit