Public Policy and Practice: Decision Making (Part Three)

Copyright 2005 - 2009: Hi Tech
Criminal Justice, Raymond E. Foster
Public Policy and PracticePublic Policy and Practice
in Criminal Justicein Criminal Justice
Decision MakingDecision Making
Part IIIPart III

Management Decision MakingManagement Decision Making
ToolsTools
 Pareto AnalysisPareto Analysis
 Paired ComparisonPaired Comparison
AnalysisAnalysis
 Grid AnalysisGrid Analysis
 Decision TreeDecision Tree
AnalysisAnalysis
 Plus/Minus/ImplicatioPlus/Minus/Implicatio
ns (PMI)ns (PMI)
 Force Field AnalysisForce Field Analysis
 CombinationsCombinations

Pareto AnalysisPareto Analysis
 Looking for changes that will give the mostLooking for changes that will give the most
benefit (80/20 Concept)benefit (80/20 Concept)
 List potential actionsList potential actions
 Score actions based on the problem to beScore actions based on the problem to be
solvedsolved
 Scoring depends on desired outcomeScoring depends on desired outcome
 Choose action based on scoreChoose action based on score

Paired Comparison AnalysisPaired Comparison Analysis
 Used to determine relative importance ofUsed to determine relative importance of
an actionan action
 List actions in table, along header and columnList actions in table, along header and column
 Block out duplicatesBlock out duplicates
 Score one against the otherScore one against the other
 Add scores and rank actionsAdd scores and rank actions

ActionAction
ArrestArrest
(A)(A)
CitationsCitations
(B)(B)
WarningWarning
(c)(c)
EducatioEducatio
nn
(D)(D)
ArrestsArrests
(A)(A)
BlockedBlocked AA AA AA
CitationsCitations
(B)(B)
AA BlockedBlocked BB BB
WarningWarning
(C)(C)
AA BB BlockedBlocked CC
EducatioEducatio
nn AA BB CC BlockedBlocked
Drunk Driving Problem

Grid AnalysisGrid Analysis
 An technique that also the decision makerAn technique that also the decision maker
to examine a number of alternative andto examine a number of alternative and
many factors for each alternativemany factors for each alternative
 Create a spread sheet, listing alternatives inCreate a spread sheet, listing alternatives in
the header and factors in the columnthe header and factors in the column
 Uses scoring and weights to help examine theUses scoring and weights to help examine the
factors and the alternativesfactors and the alternatives
 First Score and then weightFirst Score and then weight

ControlControl PricePrice
MaintenanceMaintenance
costscosts
FeaturesFeatures TotalTotal
WeightWeight
PurchasePurchase 44 44 44 11
LeaseLease 33 33 11 22
ContractContract 22 22 33 33
ShareShare 11 11 22 44
New Radio System

ControlControl PricePrice
MaintenanceMaintenance
costscosts
FeaturesFeatures TotalTotal
WeightWeight 22 55 44 33
PurchasePurchase 4,84,8 4,204,20 4,164,16 1,31,3 4747
LeaseLease 3,63,6 3,153,15 1,41,4 2,62,6 3131
ContractContract 2,42,4 2,102,10 3,123,12 3,93,9 3535
ShareShare 1,11,1 1,51,5 2,82,8 4,124,12 2626
New Radio System

Decision Tree AnalysisDecision Tree Analysis
 Choose based on the value of likelyChoose based on the value of likely
outcomesoutcomes
 Start with decisionStart with decision
 Draw lines to represent the differentDraw lines to represent the different
alternativesalternatives
 At points different decision are made draw aAt points different decision are made draw a
circle and “branch” the treecircle and “branch” the tree
 Once tree is drawn, assign values toOnce tree is drawn, assign values to
outcomesoutcomes

Radio SystemRadio System
Replace Existing System
Which Agency
Share System
County
City
One
City
Two

Decision Tree AnalysisDecision Tree Analysis
 Creates a clear, visual representationCreates a clear, visual representation
 Allows for input on potentialAllows for input on potential
consequences of actionconsequences of action
 Produces a framework for analysis onProduces a framework for analysis on
costs, values and likelihood of occurrencecosts, values and likelihood of occurrence
 Decisions are based on current, bestDecisions are based on current, best
information, and approximations about theinformation, and approximations about the
futurefuture

Plus/Minus/ImplicationsPlus/Minus/Implications
 Previous tools looked at alternatives, thisPrevious tools looked at alternatives, this
tool looks at the possible consequences oftool looks at the possible consequences of
the decisionthe decision
 Again, in a spreadsheet list in one column theAgain, in a spreadsheet list in one column the
positive consequences and the other thepositive consequences and the other the
negative consequences, the third column isnegative consequences, the third column is
used to record the implication of the factorused to record the implication of the factor
 Most of the time, the consequences of theMost of the time, the consequences of the
decision become very clear, but if not thedecision become very clear, but if not the
factors can be (subjectively) weightedfactors can be (subjectively) weighted

Choosing to PurchaseChoosing to Purchase
PlusPlus MinusMinus ImplicationImplication
Control over designControl over design
FeaturesFeatures
Requires expertise that mayRequires expertise that may
not be inside organization,not be inside organization,
requiring a consultantrequiring a consultant
High intra-operabilityHigh intra-operability Low interoperabilityLow interoperability
Communication good inside,Communication good inside,
cooperation outside may becooperation outside may be
impactedimpacted
Requires huge sunk costsRequires huge sunk costs
Equipment may beEquipment may be
technologically out of datetechnologically out of date
at time of final installationat time of final installation

Force Field AnalysisForce Field Analysis
 Designed to aide in the analysis of the strengthDesigned to aide in the analysis of the strength
of the forces for and against a policy, or aof the forces for and against a policy, or a
decisiondecision
 Good visual representation through the use of aGood visual representation through the use of a
modelmodel
 Positive forces and negative forces are listed andPositive forces and negative forces are listed and
weightedweighted
 Decision maker can determine if the policy is doable;Decision maker can determine if the policy is doable;
or, determine where pressure should be increased oror, determine where pressure should be increased or
decreased to allow policy implementationdecreased to allow policy implementation

Current System failing
City Budget
Fire Department
needs system also
Public concern
over terrorism
Officer concern
Over safety
Some Grant
Money available
Previous Tech failures
Other Department
Needs
Changing Technology
New
Radio
System

Combining ToolsCombining Tools
 Some of the decisionSome of the decision
making tools can bemaking tools can be
combined with othercombined with other
concepts, forconcepts, for
instance, ainstance, a
Stakeholder AnalysisStakeholder Analysis
can be accomplishedcan be accomplished
through a 2X2 Matrixthrough a 2X2 Matrix

Stakeholder AnalysisStakeholder Analysis
andand
2X2 Matrix2X2 Matrix
Keep SatisfiedKeep Satisfied Manage CloselyManage Closely
MonitorMonitor Keep InformedKeep Informed
POWER
High Low
High
Low
II
NN
TT
RR
EE
SS
TT

Research TechniquesResearch Techniques
 Questionnaires,Questionnaires,
Surveys andSurveys and
ChecklistsChecklists
 InterviewsInterviews
 Document Review Document Review
 ObservationObservation
 Focus GroupsFocus Groups
 Case studiesCase studies

Questionnaires, Surveys andQuestionnaires, Surveys and
 Information and dataInformation and data
can be obtaincan be obtain
relatively quickly andrelatively quickly and
a in a non-threateninga in a non-threatening
mannermanner
 Easily organized andEasily organized and
analyzedanalyzed

Questionnaires, Surveys andQuestionnaires, Surveys and
 AdvantagesAdvantages
 AnonymousAnonymous
 SomewhatSomewhat
inexpensiveinexpensive
 ease of analysisease of analysis
 Large GroupsLarge Groups
 DataData
 Many types pre-existMany types pre-exist
 PotentialPotential
DisadvantagesDisadvantages
 Survey can biasSurvey can bias
responseresponse
 ImpersonalImpersonal
 Sampling IssuesSampling Issues
 Incomplete informationIncomplete information

InterviewsInterviews
 Used to gain aUsed to gain a
greater depth ofgreater depth of
understanding of theunderstanding of the
experiences,experiences,
knowledge andknowledge and
activities ofactivities of
individuals.individuals.

InterviewsInterviews
 Allows for a fullerAllows for a fuller
appreciation of pointsappreciation of points
of view,of view,
 Can lead toCan lead to
information you didn’tinformation you didn’t
know existed.know existed.
 Can lead to theCan lead to the
development of newdevelopment of new
ideas.ideas.
 DisadvantagesDisadvantages
 Time ConsumingTime Consuming
 Difficult to analyze andDifficult to analyze and
determine themes anddetermine themes and
trendstrends
 CostlyCostly
 Interviewer biasInterviewer bias

Document ReviewDocument Review
 Policy and programsPolicy and programs
can be analyzedcan be analyzed
without interruptingwithout interrupting
themthem
 Sometimes referredSometimes referred
to as an audit.to as an audit.
 ApplicationsApplications
 Financial InformationFinancial Information
 Productivity dataProductivity data
 Etc.Etc.

Document ReviewDocument Review
 ComprehensiveComprehensive
information ofteninformation often
availableavailable
 Can be one of theCan be one of the
least disruptiveleast disruptive
 Data existsData exists
 Biases are somewhatBiases are somewhat
reducedreduced
 Time ConsumingTime Consuming
 Information may beInformation may be
incompleteincomplete
 Need to make specificNeed to make specific
requests – have therequests – have the
area to be examinedarea to be examined
clearly identified.clearly identified.
 Must use existing dataMust use existing data
 Unrestricted accessUnrestricted access
requiredrequired

ObservationsObservations
 Used to obtain dataUsed to obtain data
and information onand information on
how a policy orhow a policy or
program actuallyprogram actually
operatesoperates
 Can be used toCan be used to
examine processesexamine processes
and outcomesand outcomes

ObservationsObservations
 Real-time informationReal-time information
 Adaptable and flexibleAdaptable and flexible
methodmethod
 Can pursue avenues asCan pursue avenues as
they become apparentthey become apparent
 Outside experts may lackOutside experts may lack
expertise of institutionalexpertise of institutional
knowledge necessary toknowledge necessary to
correctly interpret internalcorrectly interpret internal
behaviorsbehaviors
 Difficulties inherent in theDifficulties inherent in the
classification of behaviorsclassification of behaviors
 Observation affects theObservation affects the
observedobserved
 ExpenseExpense

Focus GroupsFocus Groups
 A topic can beA topic can be
examined in-depth byexamined in-depth by
the groupthe group
 Useful for obtainingUseful for obtaining
stakeholderstakeholder
impressions,impressions,
reactions, feedback,reactions, feedback,
etc.etc.

Focus GroupsFocus Groups
 quick and reliablequick and reliable
method to obtainmethod to obtain
group impressionsgroup impressions
 A more efficient way ofA more efficient way of
gathering informationgathering information
similar to interviews.similar to interviews.
 Can be used as a two-Can be used as a two-
way form ofway form of
communicationcommunication
 Difficult to analyzeDifficult to analyze
responsesresponses
 The skill of the focusThe skill of the focus
group leader orgroup leader or
facilitator is critical.facilitator is critical.
 ExpenseExpense
 Scheduling concerns –Scheduling concerns –
getting the groupgetting the group
togethertogether

Case studiesCase studies
 A completeA complete
understanding of aunderstanding of a
policy may bepolicy may be
obtained by aobtained by a
comprehensivecomprehensive
examination of theexamination of the
policy andpolicy and
comparison to similarcomparison to similar
policiespolicies

Case studiesCase studies
 Full examination ofFull examination of
inputs, processes andinputs, processes and
outputsoutputs
 Very good way toVery good way to
represent the policy torepresent the policy to
external stakeholdersexternal stakeholders
 Time consuming andTime consuming and
expensiveexpensive
 Usually portrays inUsually portrays in
depth of information ordepth of information or
policy rather thanpolicy rather than
breadthbreadth

Public Policy and PracticePublic Policy and Practice
in Criminal Justicein Criminal Justice
Search for Military BooksSearch for Military Books
atat
www.military-writers.comwww.military-writers.com

Public Policy and Practice: Decision Making (Part Three)

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Andere mochten auch

Andere mochten auch (20)

Ähnlich wie Public Policy and Practice: Decision Making (Part Three)

Ähnlich wie Public Policy and Practice: Decision Making (Part Three) (20)

Mehr von Hi Tech Criminal Justice

Mehr von Hi Tech Criminal Justice (18)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Public Policy and Practice: Decision Making (Part Three)