NCJ Number
198930
Date Published
2002
Length
21 pages
Annotation
This report presents the goals, objectives, and strategies for achieving objectives in the Kansas City Police Department's (Missouri) strategic plan, which focuses on critical issues that must be addressed to maintain and enhance the performance of the organization and positively affect the morale of agency personnel.
Abstract
Since the Kansas City Police Department (KCPD) lacked organizational consensus on a vision, on December 1, 2000, the chief signed an order that authorized the formation of a Strategic Planning Committee. Based on information collected from several focus groups, internal interviews, and Steering Committee meetings, a number of issues that warranted change and prompted the need for strategic planning were identified. These issues were limited resources with unlimited demands; divergent, if not conflicting, policies and priorities; and the need to focus organizational direction. One strategic goal is to improve KCPD's human capital. This goal involves objectives related to recruitment, training and development, salary and benefits, and organizational morale. This goal emphasizes a greater and more proactive approach to recruiting quality employees. The second strategic goal is to improve the public's perception of the KCPD. This goal stemmed from the department's self-assessment that concluded the agency does not have the positive image with the public that is required to develop effective community policing. The third strategic goal is to enhance the organization's performance. Objectives for achieving this goal pertain to the promotion of teamwork and organizational flexibility. In these objectives, attention is given to more effective internal communication, constructive dialog, the balancing of discretion with accountability, and recognizing department members as valuable contributors to organizational performance. The fourth strategic goal is to advance the use of technology. This will involve more forward thinking, proactive, and flexible approaches to using technology, so that various systems are integrated and information is shared to help the department fulfill its mission. Although this document does not address the implementation of the strategic plan, it does note that the successful implementation of the plan will be contingent on the department's ability to measure its progress and take corrective actions.