b'Staff Sergeant Amanda Gill has more THE POLICING LANDSCAPE CONTINUES TOthan 23 years of work experience in the public and private sectors, holding EVOLVE, AND AS STRATEGIC LEADERS, WE MUSTa diverse portfolio of roles across both EMBRACE AGILITY, INNOVATION AND fields. She holds a masters degree in leadership and a certification in public A PROACTIVE MINDSET. safety leadership, underscoring her commitment to effective governance and strategic decision making. She is a passionate advocate for diversity, inclusion, participation and engagement requirements or inadequatefeedback collection, fosteringat all organizational levels. In her role as resources (Shaker, 2010; Matta &open dialogue about action plansthe leader of the Strategic Initiatives Unit Ashkenas, 2003). The outcome ofand identifying ways to enhanceat Hamilton Police Service, she spear-this phase is a suite of tools, suchthem to consistently deliver valueheads efforts to implement strategic as periodic reports, presentationsto both the police service and thechanges that enhance organizational and dashboards, designed tocommunity. The outcome of thiseffectiveness and inclusivity. She can be communicate progress and resultsphase is a structured process forreached at agill@hamiltonpolice.ca.to both members and the com- adjusting action plans (i.e., stra-munity, fostering accountability andtegic projects and programs) while transparency. Remember to engaging members by showing KPI: Keep People Informed. them how they can contribute andReferences Booth, D. (2018). Advances in project5.Organizing Resources: Embeddingthe roles they play. management series: How strategy happens.PM World Journal, 7. the strategic plan into theTheHamiltonPoliceService Brozovic, D. (2018). Strategic flexibility: Aorganizations budget and resourcerecently adopted a strategic plan thatreview of the literature. International Journal planning cycles is crucial. Leadersintegrates these steps, leveraging evi- of Management Reviews, 20(1), 3-31. Cheung, H. Y., & Yu, E. (2020). A review ofmust forecast future needs, investdence-basedpolicingtodrivevaluethe strategic planning process in the Hong in capacity building and ensure thatthroughalignmentandadaptability.Kong Police Force. Public Administration and resources are allocated efficiently.Policy, 23(3), 245-258.Thepolicinglandscapecontinuesto Hine, K. A., & Davenport-Klunder, K. (2022).A well-thought-out changeevolve, and as strategic leaders, weFrom the aspirational to the tangible: management (i.e., heads, handsmust embrace agility, innovation andMapping key performance indicators in and hearts) plan will help navigateAustralian policing. International Journal aproactivemindset. Thesequalitiesof Police Science & Management, 24(4), resistance and ensure alignmentare not just desirablethey are essen- 382-396.with strategic goals. tial to navigating the complexities ofLum, C., & Koper, C. S. (2024). Evidence-based policing. The Oxford Handbook of 6. modern policing and to better under- Evidence-Based Crime and Justice Policy, Review and Adapt: Strategic plans must remain flexible, continuouslystand and listen to our communities245-264. Matta, N. F., & Ashkenas, R. N. (2003). Why and collaborators.evolving to respond to both internalgood projects fail anyway. Harvard Business and external changes. RegularReview, 81(9), 109-116. McIntyre, M. L., Hodgkinson, T., & Caputo, performance reviews, feedback and Dr. Hector Perez has a doctoral degree inT. (2023). Strategic planning practices in a focus on continuous improvementpolicing: evidence from the field. Policing: (Brozovic, 2018) are essentialstrategy and technology managementAn International Journal, 46(5/6), 795-810. to ensuring that the plan staysand 10 years of progressive experience Shaker, K. (2010). Why do projects really fail? PM Network, 24(7), 2021.relevant and effective. Leadersas project and program manager, evalu-Si, H., Loch, C., & Kavadias, S. (2023). A Newshould promote active participationator and business analyst, along withApproach to Strategic Innovation. Harvard and clearly communicate howexperience in research and data analy- Business Review, 120-129. Sull, D. N. (2007). Closing the gap betweenmembers can contribute to ongoingsis. He is certified in Futures Thinking bystrategy and execution. MIT Sloan projects, helping them visualizethe Institute for the Future. His expertiseManagement Review. Teece, D. J., Raspin, P. G., & Cox, D. R. (2020). their role within the strategic plan.includes strategy formulation, execution Plotting strategy in a dynamic world. MIT Aligning the plan with performanceand evaluation. Sloan Management Review, 62(1), 28-33.reviews reinforces this connection.He currently works as a Corporate Furthermore, strategic leadersAnalyst for the Niagara Regional PoliceAcknowledgements: The authors would like to thank Superintendent Robbin Abbott of the should establish mechanismsService. He can be contacted atHamilton Police Service for her supportfor ongoing improvement andhector.perez@niagarapolice.ca.and collaboration. The Official Publication of the Ontario Association of Chiefs of Police17'