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This study aims to provide information concerning practices for creating strategic plans in municipal policing organizations and their use in practice.

This study surveyed a sample of Canadian police services, including four of the ten largest services in Canada, to investigate their planning practices and the study’s findings to the results of a content analysis of strategic plans reported by Rogers et al. (2020). This study did not conduct content analysis and therefore relied on the findings of Rogers et al. (2020).

Some respondents indicated they do not apply some practices generally considered advisable. Other respondents indicated they undertake a practice even though doing so is not evident from a review of the associated strategic plans.

This study is based entirely on self-reported survey data. The study did not interview respondents to find out why they responded as they did.

This study points to specific improvements municipal policing organizations could adopt which offer the prospect of creating better strategic plans and better strategic planning outcomes.

Policing organizations are important institutions in society. As a regular part of their activities, they interact with a broad cross-section of the society within which they operate. This paper presents ideas concerning how policing organizations can improve how they adapt themselves to their social environment to improve those interactions.

No other study collects self-reported data on how police services conduct strategic planning and use strategic plans at this level of detail.

The purpose of this paper is to present the results of a test in a policing context of a performance assessment tool that is based on a “public values” approach. The Capability, Importance, and Value (CIV) Tool allows police organizations to examine the roles their members carry out to determine whether they are being capably done, are important, and deliver value to stakeholders.

Five focus groups were conducted with front line officers from a large Canadian police service. The focus group process incorporated elements of Appreciative Inquiry and Structured Brainstorming.

Valuable information can be collected from front line police officers with the CIV Tool. Police organizations could use this information to improve performance while ensuring that the roles undertaken by their members align with broader organizational goals and objectives including providing value to stakeholders.

This study was designed as a limited test of the CIV Tool. More extensive testing is required with a larger sample that includes police investigators and members of other specialty units.

The CIV Tool can serve to augment existing police performance measurement strategies. It can help to identify which roles contribute to achieving organizational goals and which do not. Based on this information, ameliorative action can be taken.

A “public values” approach places emphasis on stakeholder needs and expectations. Addressing these directly can result in enhanced performance as well as greater police transparency, responsiveness, and accountability.

Ongoing police performance assessment based on a “public values” approach is uncommon in policing. Its use has important implications for police organizations and their stakeholders.

The purpose of this paper is to examine the sustainability of policing organizations and propose approaches to enhance their sustainability.

This paper uses an action research approach involving the researchers and partners from the main national policing bodies in Canada and six police service research sites.

This paper presents a Sustainable Policing Framework (SPF) intended to enhance the sustainability of policing services.

The SPF the authors present can be implemented by police service organizations to assist with organizational development as the external environment changes.

No other approaches to police sustainability that involve a framework similar to the one that is presented are known. This paper provides specific tools for police services to deploy to address their sustainability concerns.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The study investigates the strategic planning process in small and large-sized police forces based in Canada.

The briefing saves busy executives, strategists, and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This paper focuses on two inter‐related components of developing institutional research capacity in the social sciences: developing a research culture (of a specific nature), and developing researchers. I use the term “researcher” in the context of this paper to refer both to academics for whom research is, or is intended to be, a component of their work and of their contractual responsibilities, and to those employed in research only roles. First, however, I address the issue of the need for development, outlining the shortcomings of social science research and, by extension and implication, of the research leadership that I suggest is failing – at least in part – to achieve its purpose of developing institutional research capacity.

When an institution diversifies its student body, its effort must extend past admissions to ensuring students an inclusive learning environment. We describe the changes made and proposed by the College of Arts & Sciences at Washington University in St. Louis (WUSTL) following the university’s commitment to becoming more racially and socioeconomically diverse, as a case study for institutions engaged in similar efforts. In developing proposals for change, we consider design challenges such as how to define our target populations specifically enough to allow for meaningful engagement while avoiding stigmatizing or further marginalizing the students we want to help. New initiatives include: faculty and staff training, curricular change, and development of a more robust academic early warning system. We continue building mentoring programs and enhancing existing cohort building programs. While the success of particular programs may be tied in part to institutional specifics, certain lessons can be generalized. Communication about new initiatives, during both development and implementation prove critical, as students interact with often siloed offices within the university. Small-scale pilots with specific student populations can be effective stop-gaps while the university makes larger institutional changes and as experiments with different approaches. Assessment of initiatives, though challenging, must be attempted to understand whether new activities impact outcomes, and if so, which components provide the most value. A straightforward formula for an inclusive college environment which fosters success equally for all students appears unlikely, but the development of evidence-based best practices provides a starting point for institutions interested in change.

The events surrounding the financial crisis of 2008 are well known, and subject to a broad level of agreement. Less accepted are theories regarding the larger context within which this crisis was able to unfold. Much has been made of the financialization of the American economy and the lax regulation of new financial instruments, both of which stem from the trend toward a laissez-faire economic policy that has characterized the United States since the late 1970s. I do not take issue with these claims. Instead, I argue that these developments have an earlier and deeper source: a breakdown in the ability of large American corporations to provide collective solutions to economic and social problems, a phenomenon that I term “the decline of the American corporate elite.” From a group with a relatively moderate political perspective and a pragmatic strategic orientation, this elite, through a series of historical developments, became a fragmented, largely ineffectual group, with a high degree of societal legitimacy but a paradoxical lack of power. I trace the history of this group, from its origins in the early 1900s, through its heyday in the post-World War II period, to its decline beginning in the 1970s and escalating in the 1980s. I argue that the lack of coordination within the American business community created the conditions for the crises of the post-1980 period – including the massive breakdown of 2008 – to occur.

This paper focuses on the concept of fit as a topic of research. The concept of fit has been viewed as an internal consistency among key strategic decisions or the alignment between strategic choices and critical contingencies with the environment (external), organization (internal), or both (external and internal). A number of research perspectives or approaches related to fit are presented.Research design problems are discussed: definition of terms, theoretical issues, and empirical issues. Emphasis is on how key variables or dimensions of fit are defined and measured in research.

A six-celled matrix is proposed as a conceptual scheme to distinguish different perspectives of fit and to portray congruence relationships more accurately. The matrix includes three common dimensions: strategy, organization, and environment. The matrix also suggests two levels of strategy—corporate or business—and three domains of fit—external, internal, or integrated. These suggest different research perspectives for the study of fit. Examples from the literature are provided to illustrate and support this conceptual scheme. Finally, implications for management and furtherstudy are outlined.