Successful policing depends on more than crime reduction strategies and operational tactics. A well-managed department with clear direction is the essential foundation for long-term effectiveness. An organizational management plan helps build internal consensus on how the department should operate and provides clear guidance for decisions related to staffing, technology, training, and community engagement.

What Is an Organizational Management Plan?

An organizational management plan outlines the structural, strategic, and procedural framework within which a police department operates. It is not intended as a technical document but is a practical tool to support decision-making. To be effective, the plan must be sustainable, embedded in day-to-day operations, and integrated throughout the entire organization. It’s important to become part of the department’s culture rather than a one-time initiative. These plans help answer fundamental questions, such as:

• What is the department’s vision for the future and how does that vision align with the expectations of the city council, management, and the broader community?

• What is the department’s core mission and primary purpose?

• Does the department have a clear and effective governance structure with well-defined roles and responsibilities including a clear chain-of-command?

• What are the department’s needs regarding staffing levels, training, and technology?

• How can the department improve internal and external communications to keep staff and the community informed while improving community engagement to maintain trust and support?

By addressing these critical questions and more, departments can align resources, practices, and personnel with the overarching mission and vision. Ultimately, it will help ensure the police department is prepared effectively to meet changing community needs.

Employee Engagement Is Critical to Success

Although creating a plan driven solely by management might seem more efficient, it risks overlooking the insights of those who carry out the day-to-day work and may make staff feel undervalued.

A successful organizational management Plan requires input from all employees, both sworn and civilian, to ensure that everyone has a voice in the department’s daily operations and future direction. Some effective but practical engagement strategies are:

Kickoff Meeting

Aim to have a kickoff meeting where as many employees in the department as possible are present. This helps ensure everyone hears the same information at the same time, reducing misunderstandings and minimizing the rumor mill. Use this opportunity to explain the purpose of the organizational management planning process and how it will benefit the department. Outline the tentative project schedule, including major milestones, so employees know what to expect and how long the process is anticipated to take. Encourage participation, ask for their help, and emphasize that they are partners with management in defining how the department operates and its direction for the future. Be open to questions, answer them thoroughly, and temper expectations. If there are not sufficient resources to expand staff, explain it, but give concrete examples of achievable goals.

SWOT Analysis

Conduct an analysis of the department’s strengths, weaknesses, opportunities, and threats involving employees at all ranks. Frontline staff often have valuable insights into equipment deficiencies, training gaps, and procedural inefficiencies that management may overlook. An independent third party can facilitate this process effectively, helping to draw out honest feedback without appearing judgmental or aligned with a predetermined outcome. Whenever possible, use neutral facilitators and provide opportunities for employees to meet with them privately, allowing for more open and candid feedback without the presence of management.

Focus Groups

Organize small groups to explore key topics such as technology, communications, and employee wellness. These sessions provide employees with more time to discuss issues in depth and propose practical solutions based on their frontline experience. Focus groups can also serve as a follow-up to the SWOT analysis, allowing participants to elaborate on points raised during the initial meetings. The smaller group settings often create a more comfortable environment, especially for newer employees, and encourage more candid conversation.

By prioritizing employee engagement throughout the planning process, departments can build a stronger, more adaptable plan with greater buy-in.

Analyzing Input to Develop the Plan Document

Carefully analyzing the input gathered during the engagement process is critical to developing a clear, actionable organizational management plan. The information collected will help identify common themes and priorities. Through this analysis, the department can develop mission and vision statements, establish measurable goals and objectives, and draft an implementation strategy that reflects the organization’s operational needs and long-term vision.

1. Developing Vision and Mission Statements

The vision statement articulates the long-term aspiration for the department. What do we want to become? The mission statement expresses the department’s purpose. Why are we here each day? These statements provide clear guidance to ensure strategies and actions support the department’s core principles.

2. Goals and Objectives 

With the information gathered from the SWOT analyses, focus groups, and other feedback mechanisms, the next step is to analyze this input to develop specific, measurable, achievable, and relevant goals and objectives. These goals and objectives should be well defined to provide clear direction. Prioritizing easily implementable actions, or “quick wins”, that demonstrate responsiveness can help build early momentum and trust in the process.

3. Formulating the Implementation Strategy and Timeline

Once the goals and objectives have been established, a comprehensive implementation strategy is needed. This strategy should outline the steps to achieve the goals, assign responsibilities, and set realistic timelines for completion.

4. Measuring Results

The effectiveness of the plan needs to be gauged by measurable results. These metrics can be used not only to measure progress and impact, but also to assist in making adjustments as necessary.

Using a Consultant

While some communities have the internal staff capacity and expertise to conduct these planning processes independently, others may benefit from engaging an outside consultant. A qualified consultant brings valuable experience with these processes, offering fresh perspectives and proven strategies that can benefit the department.

Change can create uncertainty and apprehension among employees, particularly when it involves operational or organizational adjustments. An outside consultant, perceived as a neutral, objective party, can help ease these concerns. Skilled consultants know how to ask the right questions, build trust, and encourage employees to speak openly about challenges and potential improvements. Additionally, if the planning process is conducted solely by internal leadership, there is a risk that employees may view the process as having a predetermined outcome, which can undermine trust and consensus.

Conclusion: A Plan for Long-Term Success

An organizational management plan developed through collaborative, consensus-based processes can transform a police department. It not only enhances operational efficiency but, if well-designed and executed, helps build a culture of trust and shared responsibility.

Success requires engaging all employees about current workplace conditions and their aspirations for the department. The plan can provide continuity during leadership transitions, serving as a roadmap that allows incoming members of the management team, as well as rank-and-file employees, to understand the department’s current position, priorities, and next steps. It can support recruitment efforts as well, helping the department to clearly articulate its needs and evaluate whether job candidates bring the skills and experience to address them. Ultimately, this structured approach not only provides a plan for today, but a guide for the future.

MARK L. RYCKMAN, ICMA-CM, is city manager and director of public safety in Corning, New York, USA.

TOM WIECZOREK is director of the Center for Public Safety Management, LLC.