b'SIX STEPSAlignment Horizon setting Value Integration Review andEngagementadaptSource: Authors (2024).1. Integration: Strategic managersmust incorporate past, present and future priorities into the planning process, ensuring thatOrganizingCreating ongoing projects and programs align with the services overallresources strategiesdirection. This prevents the common problem in policing of isolated efforts that lack broader cohesion. By positioning theTrack strategic plan as a facilitatorprogressof organizational change, it becomes a powerful tool forSource: Authors (2024).integration. This integration helps the police service avoid disjointed efforts, ensuring thatwell-being of both the communityA communication plan ensures small, isolated projects contrib- and the police service. transparency and consistent feed-ute to the organizations Our approach considers six back loops. Leveraging technology broader goals. critical steps:can improve engagement and 2. Alignment: Strategic plans must1.Horizon Setting: This phasecapture honest input from internal and external parties. The outcome align with current organizationalinvolves creating a compelling structures while remaining flexiblevision for the future of the policeof this phase is a well-organized enough to accommodate futureservice, informed by an under- set of priorities, challenges and changes. Alignment involves syn- standing of current resources,opportunities, all informed by chronizing projects and programsstructures and projects. Strategicactive listening and collaboration. with resources, governance struc- leaders must forecast trends andIt is recommended to conduct tures, performance metrics, teamschallenges, considering wherea critical appraisal of the data and external partners. It ensuresthe organization and communitycollected during this phase, com-that strategic initiatives are tightlywill be in five, 10 or 20 years.paring it against current projects connected to the organizationsEnvironmental scans, benchmarksand programs. This ensures that operational realities. and academic insightsparticu- ongoing initiatives are re-aligned 3.Value: Strategic leaders mustlarly from evidence-based policingto better serve the evolving needsare essential. A cross-functionalof internal members and the distinguish between initiativesleadership team should developcommunity. The appraisal process that create value for both thethis vision, resulting in clear, long- helps identify gaps, overlaps and organization and the community,term goals.and those that are non-critical.opportunities for improvement, Value creation is measured2. Engagement: Successful strategicensuring that the strategic planthrough strategic indicators suchplanning requires analyzingremains responsive and relevant as community safety, proactiveinternal and external partnersto the police service andcrime reduction and the overalland fostering key partnerships.the community. The Official Publication of the Ontario Association of Chiefs of Police15'