**[IDT 380 Planning and Decision --Making for Public
Safety]{.underline}**

3 semester credit hours

[Catalogue Description]{.underline}

The study of planning and decision-making techniques as applied to
public safety operations; includes attention to concepts, e.g., the
process of change in organizations, as well as particular skills and
techniques; e.g., PERT, decision trees.

Prerequisites: None

[Course Goals and Objectives]{.underline}

The course addresses several key elements of managerial responsibility
in public safety agencies. The class begins by addressing the role of
staff in public safety units and the potential for conflict between line
and staff units. The course then addresses in turn planning,
programming, problem analysis, decision-making and scheduling. In each
case, theoretical frameworks are explored, including their application
to public safety problems, and specific techniques are learned. The
class ends by addressing a more theoretical problem that is associated
with achieving change in public safety agencies.

Upon Completion of the course students will be able to:

-   Distinguish between line and staff in public safety operations.

-   Explain the conflict between line and staff units.

-   Identify the steps in the planning process.

-   Describe the linkage between planning and programming.

-   Utilize various problem analysis strategies.

-   Identify alternative decision techniques and the strengths and
    weaknesses.

-   Develop a decision tree in analyzing a decision.

-   Prepare a PERT chart for use in program scheduling.

-   Describe the process of organizational change and the impediments to
    achieving change.

[Course Format and Requirements]{.underline}

The class utilizes a lecture/discussion format with ample use of case
discussions, exercises and simulations. Student attendance is expected
and assigned readings should be completed prior to class. Grading is
based on three equally weighted noncumulative examinations (75%),
including objective as well as essay and short answer questions, and a
class project (25%).

[Text]{.underline}

[Security Administration: A Quantitative Handbook]{.underline}, R. H.
Morneau and G.E. Morneau, Boston: Butterworth Publishers, 1982.

The course will also utilize a course pack comprised of a collection of
readings drawn from the management and public safety administration
literature, and will include several cases to be analyzed by students.

[Course Content]{.underline}

A.  The role of staff in public safety organizations

    1.  Distinguish between line, staff and support services

    2.  Describe the purpose of staff

    3.  Identify the types of staff

    4.  Describe the sources of conflict between line and staff units

B.  Planning and program development in the public safety context

    1.  Steps in the planning process

    2.  An overview of forecasting methodologies

    3.  Levels of planning, short run, long run, strategic

    4.  Linking planning and programming

    5.  Developing program objectives

    6.  Organizing program activities into categories and elements

    7.  Developing effectiveness and efficiency measure and workload
        indicator for objectives.

C.  Forecasting Techniques

    1.  Multi-variate

    2.  Time-Series

    3.  Correlation

D.  Problem Analysis

    1.  Divergent and convergent methods of problem identification

    2.  Results, symptoms and causes of a problem

    3.  Problem analysis and decision making

    4.  Rational processes of problem identification

    5.  Writing problem statements

E.  Decision Making

    1.  Right and left brain thinking, creativity

    2.  Steps in the rational decision-making process

    3.  Mixed scanning, environmental scanning strategies

    4.  Using information, demographics

    5.  Understanding the Delphi Method

    6.  Using a matrix to compare alternatives

    7.  Using decision trees

    8.  Unanticipated consequences

F.  Program Scheduling

    1.  Describe how a PERT network can assist in planning, scheduling,
        decision-making and controlling

    2.  Prepare a PERT network using a given set of activities

    3.  Demonstrate how a Gantt Chart can be used for assigning
        responsibility of tasks and control

    4.  Prepare a Gantt chart using a given set of activities.

G.  Operations Research Methods

    1.  Linear Programming

    2.  Simulation

    3.  Decision-making under uncertainty

    4.  Game Theory

H.  Computer Applications in Public Safety Decision-Making

    1.  Data storage, retrieval and analysis

    2.  Forecasting

    3.  Simulation

    4.  Modeling

I.  The Management of Change

    1.  Describe different types of change, factors affecting change
        processes and change management strategies

    2.  Understanding the dynamics of change

    3.  Resistance to change in organizations

    4.  Overcoming resistance to change

    5.  Organizational development as a change strategy

# Bibliography and Reference Material

[Reaching Decisions in Public Policy and Administration]{.underline}, R.
Bingham and M. Ethridge, New York: Longman, 1982.

[Operations Research Models for Public Administration]{.underline}, Jack
Byrd, Lexington MA: D.C. Health, 1975

[Police Computer Techniques: Implementation and Impact]{.underline},
Kent Colton, Lexington MA: D.C. Health, 1978

[Procedures for Improving the Measurement of Local Fire Protection
Effectiveness]{.underline}, A.E. Dean, ed., Washington, D.C.: National
Fire Protection Association and the Urban Institute, 1977

[Managing the Public Interest: A Results-Oriented Approach]{.underline},
Douglas Fox, New York: Holt Rinehart and Winston, 1979

[Prediction and Classification: Criminal Justice
Decision-Making]{.underline}, Gottfredson and Tonry, University of
Chicago Press, 1987.

## Managing Police Work: Issues And Analysis, Jack Greene, ed., California: Sage Publications, 1982

[Program Analysis for State and Local Government]{.underline}, arty,
Blair Fisk and Kimmel, Washington, D.C.: Urban Institute, 1976

[Improving the Use of Quality Circles in Police
Departments]{.underline}, Hatry and Greiner, National Institute of
Justice, 1986

[Criminal Justice Organizations]{.underline}, Klofas, Stojkovic,
Kalinich, Brooks/Cole: Pacific Grove, 1990

[A Systems Approach to Decision-Making: Policy Analysis in Local
Government]{.underline}, Kenneth Kraemer, Washington D.C.: International
City Management Association, 1973.

[Community Police Administration]{.underline}, Kuykendall and Unsinger,
Nelson-Hall, 1979

[Impact Analysis for Program Evaluation]{.underline}, Lawrence Mohr,
Pacific Grove CA: Brooks Cole, 1990.

[Decisions: A Comparative Critique]{.underline}, Murray, M., Pitman,
1986

[Managing Local Government of Improved Performance]{.underline}, B. Rapp
and F. Patitucci, Boulder CO: Westview Press, 1977

[Analysis for Public Decisions]{.underline}, E.S. Quade, New York:
North-Holland, 1982

[Measuring Fire Protection Productivity in Local
Government]{.underline}, Phillip Schaerman, National Fire Protection
Association, 1974

[The New Blue Line: Police Innovation in Six American
Cities]{.underline}, Skolnick and Bayley, Free Press, 1986

[Management]{.underline}, Stoner, J. A., Prenice-Hall: New Jersey, 1989

[Managing Police Organizations,]{.underline} Tansik and Elliot,
California: Duxbury, 1981

[The Dallas experience: Organizational Reform]{.underline}, Wycofff and
Kelling, The Police Foundation, 1978