This criminal justice planning approach is rational, systematic, and of a broader scope than traditional grants administration, which merely aims for regulations compliance. The planning sequence begins with the preparation for planning and analysis of the present environment and progresses through determination of future projects, identification of alternative systems, objective problem definition, and declaration of goals and objectives. Final steps in the sequence consist of identifying alternative courses of action, selecting the preferred alternatives, implementing the selected course, and evaluating its effects. Within the planning team, nine roles are identified: administrator, budget analyst, communicator or program coordinator, data collector, quantitative analyst, policy analyst, implementor, and monitor or evaluator. Within the team unit, one individual may have to assume more than one role, and some roles must be played by several persons or the whole team at once. For example, the administrator and policy analyst have overlapping functions and skills requirements that differ from those found among traditional criminal justice administrative personnel. The administrator must be able to orient the team to the task and to delegate authority and must be sensitive to political constraints. The policy analyst requires a broad background and skills, plus a sensitivity to the consequences of change. Policy analysts should be able to pinpoint problems for local remedial action and to identify public policies that may contribute to efficiency. Every team member will play this role to some extent.