Goals, Subordinate Objectives, Activities and Performance Measures
These are the foundation of your strategic plan. This is where you identify what you need in order to accomplish your mission up and above what would normally be presented in your budget. Set out 4-7 important goals that are distinguishable from other items in your budget (such as paper clips, bullets and copy machines). Then, identify 2-3 objectives designed to directly support each goal, followed by activities designed to meet those objectives.
Use the SWOT analysis method for identifying your goals. SWOT (Strengths, Weaknesses, Opportunities and Threats) is the industry standard for creating actionable goals for a strategic plan. Follow the link on the footnote for an easy to understand, in-depth description of SWOT.
When linking your goals, objectives, and activities, use the SMART (specific, measurable, achievable, realistic, time-based) method. SMART can be applied to the goal, objective or activity, depending on where you need it. Again, follow the footnote link for an easy to understand, in-depth description of SMART. And don’t try to do it by yourself. Strategic Planning is a team sport!
Performance measures can be as simple as requiring division heads to report their progress weekly, surveys or statistics indicating that crime has been reduced. It also provides transparency to council and the public.
Resources, Investments and Risk Management
The Resource paragraph is where you list the many resources, internal and external, available to you which will contribute to the success of your plan. List your stakeholders and partners liberally.
Investments represent the budget you require to meet your goals. I suggest an attached spreadsheet in a line-item format. Once you start meeting some of these objectives, you are going to see that many of the activities are not going to cost the town any money, for example you may find grants, or federal surplus items. You still need to list them in the resources section, so council will see your sense of responsibility and good faith.
Risk management can take many forms, for example, purchasing software to assist with predictive policing may require the storage of intelligence, which may be subject to the rules promulgated in 28 CRF part 23. (Anything related to intelligence collection contains inherent intelligence purge concerns). Purchasing software that facilitates the entry of application information online may require the purchase of new hardware, or costly maintenance agreements.
Organizational Roles, Responsibilities and Coordination
Don’t take this section too lightly, as it will keep your document healthy and moving in the right direction. If done correctly, your entire command staff will own a piece of this plan, so list each member’s roles in detail.
Assign the right people to run the applicable part of the plan, delineate responsibilities and give them a realistic time frame to meet your expectations.
You must coordinate this plan at every level of your agency. It will be worthless if it is not actionable at every level. Conduct a tabletop in order to test the feasibility of key components of the plan. It would not be a bad idea to have a public workshop so that your residents become stakeholders.