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Police Administration 2 > Chapter 2 Policing Strategies > Flashcards

Chapter 2 Policing Strategies Flashcards

1
Q
  1. An alternative strategy to traditional policing that emphasizes close interaction between police and the neighborhoods they serve.
A

Community policing

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2
Q
  1. When did community policing reemerge?
A

In the 1980s.

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3
Q
  1. This strategy draws extensively from the principles of policing attributed to Robert Peel.
A

Community policing

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4
Q
  1. Dissatisfied with traditional policing’s emphasis on separation of police and the public, citizens and police began to…
A

collaborate in seeking solutions to chronic community problems. The modern concept of community policing was born.

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5
Q
  1. In many ways, especially for people in poverty, the police are the agency of:
A

First and last resort.

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6
Q
  1. Based on the assumption that police and citizens of a specific community share the same values.
A

The community policing strategy

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7
Q
  1. Thus, community policing may work differently in different communities, dependent on…
A

what those shared values are.

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8
Q
  1. This diversity of communities makes it difficult to..
A

define community policing strategy in formal terms.

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9
Q
  1. In an agency that uses this strategy, the policing efforts are customized to the needs of individual community.
A

community policing strategy

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10
Q
  1. In an agency that uses this strategy, AGENCY LEADERS emphasize decentralization of the organization.
A

community policing strategy

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11
Q
  1. With the community policing strategy, agency leaders emphasize decentralization of the organization, for example, by allowing…
A

“Line–level officers” to make decisions and help solve problems that directly affect citizen’s lives in a NEIGHBORHOOD.

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12
Q
  1. They recognize that crime control (law enforcement) is only one function of the police when agencies use the community policing strategy,
A

Citizens

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13
Q
  1. Can generate important insights, such as which areas in the community contain more elderly or young people, and where income and education disparities are widest.
A

Demographic and statistical information.

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14
Q
  1. Community policing-Problem identification methods:
A

– Citizen surveys.
– Demographic and statistical information.
– Dialogue with community leaders.

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15
Q
  1. Community policing strategy: Once the problem is identified, the agency and COMMUNITY develop…
A

solutions, implement them, and evaluate their effectiveness.

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16
Q
  1. Community policing can take many forms, but key elements include:
A

bonds of trust and collaboration between police and the public.

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17
Q
  1. Agencies that get the most value from community policing strategy adopt it’s:
A

Philosophy and practical application throughout the organization, rather than merely promoting it in just one or two parts of the agency.

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18
Q
  1. Community policing occurs every time police officers meet with community members to…
A

Discuss and resolve community-based concerns.

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19
Q
  1. Community policing occurs every time solutions are customized to fit the..
A

Unique needs and circumstances of a community.

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20
Q
  1. A philosophy, management style, and organizational design that promotes proactive problem solving and police-COMMUNITY partnerships to address causes of fear, crime, and COMMUNITY issues.
A

Community policing

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21
Q
  1. A policing philosophy as well as strategy that promotes COMMUNITY engagement, participation, and problem-solving; “action” that leads to discovery and implementation of solutions to problems.
A

Community policing

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22
Q

An approach to policing that focuses on crime and social disorder through delivery of police services that include aspects of traditional law enforcement as well as prevention, problem-solving, COMMUNITY engagement, and partnerships…

A

Community policing

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23
Q
  1. Balances reactive responses to calls for service with proactive problem solving centered on the causes of crime and disorder.
A

The community policing MODEL.

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24
Q

Requires police and citizens to join together as partners, by this they forge a more intimate relationship than with the traditional approach.

A

Community policing.

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25
Q
  1. In agencies that use the community policing strategy, both police personnel and community residents may accept that the traditional policing strategy is still…
A

valuable and appropriate under certain circumstances.

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26
Q
  1. Everyone involved understands the police not only enforce the law, they serve the public, and unlike traditional policing, community policing is..
A

Proactive rather than reactive.

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27
Q
  1. Cities that have successfully integrated the community policing strategy into their operations have reported…
A

increased job satisfaction among all levels of personnel as well as a sense of empowerment and of being valued.

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28
Q
  1. These characteristics of community policing create certain advantages, including meaningful communication between citizens and…
A

LINE officers as well as increased communication between line officers and their IMMEDIATE superiors, leading to greater confidence in all agency members.

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29
Q
  1. In agencies that want to adopt the community policing strategy but in which concerns have emerged…
A

managers can emphasize the new role that line officers will play in driving the initiative.

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30
Q
  1. Community policing recognizes that (__ __) should not be viewed in the same light as chronic (__ __).
A

(responsible citizens) (criminal offenders)

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31
Q
  1. The practical application of community policing involves…
A

Citizens and police working together to be tougher on crime.

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32
Q
  1. In some cases, excessive enthusiasm for community policing coupled with unrealistic expectations of what an agency can accomplish through it, leads to the…
A

abandonment of the strategy.

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33
Q
  1. An agency might also decide to steer clear of community policing if police managers favor…
A

traditional gauges of police performance, which value quantitative measurements such as number of arrests.

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34
Q
  1. Community policing requires knowledge and skills (such as leadership) that differ from those that:
A

Line officers traditionally acquired in training.

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35
Q
  1. To be sure, fostering a sense of community between (__ __) and (__) is no small feat.
A

(police representatives) (residents)

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36
Q
  1. Real distinctions between officers and those they serve can cause this understandable mentality to arise.
A

“Us verses them”

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37
Q
  1. This mentality often erodes communication between police and citizens and in some cases sparks civil unrest.
A

“Us versus them”

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38
Q
  1. The most visible and readily available representative government.
A

The police

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39
Q
  1. In order to combat community policing problems, police agency members and citizens must strive to cultivate a strong sense of…
A

community in which all share responsibility for reducing and preventing crime and disorder.

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40
Q
  1. The police can do their part combating problems with community policing by responding to:
A

Non-crime concerns and referring citizens to agencies capable of addressing those concerns.

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41
Q
  1. Managers can point out that community policing makes traditional policing more effective because..
A

calls for service are received from the same citizens the officers regularly work with.

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42
Q
  1. Use of tools such as surveys can help generate information needed to fine tune an agency’s:
A

Community policing practices.

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43
Q
  1. Maintaining citizens’ confidence in police by responding when police forward citizen complaints/concerns…this kind of cross agency collaboration requires…
A

Effective leadership by the police.

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44
Q
  1. What can generate insights to help a police agency strengthen it’s community policing efforts?
A

Internal and external surveys

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45
Q
  1. Agencies can use external surveys to solicit comments from citizens concerning their experiences with officers who:
A

Respond to calls for service.

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46
Q
  1. Many external surveys ask citizens to rate officers on criteria including:
A

Professional conduct, level of concern, effort to put the citizen at ease, helpfulness, and subject matter expertise.

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47
Q
  1. Who can maintain citizens confidence in police by ensuring their agencies respond when police forward citizen complaints or concerns to them?
A

Top level city and county administrators.

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48
Q
  1. The tactical implementation of community policing.
A

Problem oriented policing

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49
Q
  1. REPRESENTS the tactical implementation of community policing.
A

Problem oriented policing STRATEGY

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50
Q
  1. According to this strategy, problems differ from incidents.
A

Problem oriented policing strategy.

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51
Q
  1. A single occurrence requiring a response from police.
A

Incident

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52
Q
  1. Problem oriented police officers and managers prioritize problems according to importance as follows:
A

1) community.
2) police agency.
3) frequency of occurrence.

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53
Q
  1. The occurrence of two or more incidents of a similar nature.
A

Problem

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54
Q
  1. Problem oriented police officers and managers appreciate the significance of issues to the community. They prioritize problems according to their importance to the…
A

community (top priority), their importance to to the police agency (next-level priority), and their frequency of occurrence (next priority).

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55
Q
  1. Problem oriented police officers and managers may also categorize Incidents according to…
A

crime type, nature, geography (neighborhood), time or people involved (suspects/victims).

56
Q
  1. The founder of the modern concept of problem oriented policing.
A

Herman Goldstein

57
Q
  1. Herman Goldstein suggests that police agencies interested in adopting problem oriented policing strategy should…
A

shift from Inward orientation to an outward orientation.

58
Q
  1. Inward orientation
A

Using internal evaluation criteria such as number of sworn officers.

59
Q
  1. Outward orientation
A

Using external criteria such as an agency’s impact on chronic problems in the community.

60
Q
  1. Goldstein thus advocates…
A

attention to effectiveness over efficiency.

61
Q
  1. Agencies using problem oriented policing strategy place less emphasis on statistics and more emphasis on:
A

Initiatives designed to eliminate problems.

62
Q
  1. Problem oriented police officers and managers may also categorize incidents as follows:
A 
– Crime type.
– Nature.
– Geography.
– Time.
– People involved.
63
Q
  1. One of the most commonly used approaches in problem oriented policing.
A

SARA problem-solving model.

64
Q
  1. To use the SARA problem solving model, police and community members progress through four steps:
A
  1. Scan.
  2. ANALYZE
  3. Respond.
  4. Assess.
65
Q
  1. Identify crime and disorder problems in the community.
A

Scan

66
Q
  1. Gather and examine information about the problem.
A

ANALYZE

67
Q

SARA: 37. Reviewing crime reports, field intelligence report, and citizen interviews to determine the local problem.

A

Scan

68
Q
  1. Evaluate responses’ efficiency and effectiveness.
A

Assess

69
Q
  1. Prostitution, loitering, minor drug offensives, and panhandling fall under these types of crimes.
A

Quality of life crimes

70
Q
  1. The problem oriented policing strategy has been used to address:
A

Crime and disorder problems affecting broad territories.

71
Q
  1. Challenges to problem oriented policing strategy: Requires police officers to demonstrate:
A

Skills that they would not typically acquire through basic and in-service training programs.

72
Q
  1. Skills required by police officers using problem oriented policing strategy:
A

Engaging citizens groups, thinking critically, analyzing situations, communicating effectively, assessing the usefulness of responses to problems.

73
Q
  1. Police managers and officers can gain skills for problem oriented policing strategy through:
A

Leadership development programs.

74
Q
  1. Examples of “Community policing” in action.
A

“Team policing” and “neighborhood policing”

75
Q
  1. Both practices involve use of police officer teams to address issues and to help residents resolve issues on the small scale.
A

“Team policing” and “neighborhood policing”

76
Q
  1. The success of these practices hinges on the quality of the personal encounters between the officers and residents.
A

“Team policing” and “neighborhood policing”

77
Q

In fact, in some areas where there is little reduction in crime, positive interactions between the police and the public can still…

A

markedly decrease residents’ fear of crime.

78
Q
  1. Intelligence lead policing integrates…
A

“problem oriented policing and zero-tolerance policing”

79
Q
  1. Develop and implement solutions to the problem.
A

Respond.

80
Q
  1. Through this strategy, police continuously ANALYZE incidents that occur in the recent past and develop action plans for addressing the problem.
A

“INTELLIGENCE lead policing”

81
Q
  1. Intelligence-led policing:
A

A strategy that integrates problem oriented policing and zero-tolerance policing through continuous ANALYSIS of information about problems and development of action plans to resolve problems.

82
Q
  1. (Specific GIS technology) GIS management systems are used to pinpoint responsibility and accountability for:
A

Police efficiency, effectiveness, and overall performance.

83
Q
  1. (GIS) technology Is used to identify, ANALYZE , and respond quickly to reported:
A

Incidents of crime and disorder.

84
Q
  1. Agencies that emphasize the intelligence lead policing strategy may use these to ANALYZE the resulting data.
A

– Compstat.
– GIS (Geographic Information Systems).
– Frequent meetings.

85
Q
  1. CompStat: Gathering of accurate and timely intelligence is done through:
A

Direct observation, surveys, and other sources.

86
Q
  1. CompStat aims to reduce crime through a specific series of actions: Gathering of accurate/timely intelligence through direct observation, surveys, and other sources. Use of effective tactics such as surveillance, saturation patrol and community partnerships.
A

Rapid deployment of personnel and resources including task forces and teams. Relentless follow-up and assessment and performance outcomes such as citizen satisfaction, police response time, and offender recidivism.

87
Q
  1. With intelligence led policing two or more incidents of a similar nature can indicate a…
A

Trend toward a major problem.

88
Q
  1. Obtaining an processing the information that makes intelligence led policing a possibility is this kind of process.
A

Cyclical five-step process.

89
Q
  1. Step 1: Intelligence led policing.
A

Identify crime parameters, develop questions and define priorities for collecting raw data and determine how they will be ANALYZED.

90
Q
  1. Step 2: Intelligence led policing
A

Review existing intelligence and collect new (raw) data.

91
Q
  1. Step 3:Intelligence led policing
A

ANALYZE data collected and format them as reports, briefings, and other
presentations.

92
Q
  1. Step 4: Intelligence led policing
A

Disseminate intelligence to appropriate individuals for review and storage in database.

93
Q
  1. Step 5: Intelligence led policing
A

Gather feedback regarding the value of the intelligence and recommended courses of action.

94
Q
  1. Five steps to intelligence led policing.
A 
Step 1: Identify crime parameters.
Step 2: Review existing intelligence.
Step 3: Analyze data.
Step 4: Disseminate intelligence.
Step 5: Gather feedback.
95
Q
  1. This policing strategy can also be implemented simultaneously with other strategies such as traditional and community policing.
A

The intelligence-led policing.

96
Q
  1. One great strength of intelligence led policing is that it gives agencies and opportunity to:
A

Intercept troubling trends early.

97
Q
  1. This strategy requires DAILY accountability for demonstrating results, and strong partnerships between the police and the community.
A

Intelligence-led policing strategy.

98
Q
  1. The challenge of this strategy are its demands a high level of technological sophistication to gather and ANALYZE detailed, timely, and accurate information.
A

Intelligence-led policing strategy.

99
Q
  1. The strategy requires unit commanders must know about event trends emerging during the past few weeks and have a detailed plan for addressing problems.
A

Intelligence-led policing

100
Q
  1. The strategy requires unit commanders must be available on a DAILY basis to present incident data from the previous 24 hours.
A

Intelligence-led policing

101
Q
  1. Agencies adopting strategic policing start by (1) ESTABLISHING GOALS informed by Crime and disorder trends, directives from a chief of police or mayor, or community input, then…
A

(2) DEVELOP STRATEGIES for achieving those goals – strategies that are influenced by priorities of stakeholders.

102
Q
  1. SWOT
A

(Strengths, weaknesses, opportunities, threats) analysis and strategic planning.

103
Q
  1. Strategic policing CAN be an _______ of Community policing.
A

Element.

104
Q
  1. STRATEGIC policing is an ingredient of community policing and seeks to integrate proven private and public-sector organizational management techniques with
A

PUBLIC POLICING STRATEGY

105
Q
  1. Community policing strategy allocates police resources in accordance with:
A

Community priorities.

106
Q
  1. The strategy emphasizes high visibility of police in the neighborhood.
A

Community policing.

107
Q
  1. This strategy emphasizes rapport with the community.
A

Community policing.

108
Q
  1. Seeks to integrate proven private and public sector organizational management techniques with public policing strategy.
A

Strategic policing.

109
Q
  1. This strategy emphasizes fewer arrests due to the more proactive (preventive) role of the police.
A

Community policing.

110
Q
  1. The strategy emphasizes decentralization of the police organizational command structure.
A

Community policing strategy.

111
Q
  1. This strategy calls for visionary incorporation of established police operations into a broader mission focus on peacekeeping and prevention of crime.
A

Strategic policing strategy.

112
Q
  1. To use strategic policing, an agency must:
A

Develop plans, identify key performance objectives and outcome indicators, make effective/efficient delivery of services the top priority.

113
Q
  1. To use this strategy an agency must also establish strong alliances with the community to address disorder, prosecute criminals, and prevent crime.
A

Strategic policing strategy.

114
Q
  1. To use strategic policing, the agency must shift from a culture of reaction and blind compliance to one of:
A

Self-motivation, empowerment, and neighborhood ownership of problems and solutions.

115
Q
  1. Employees should be involved in strategic planning. Employees understand and can articulate the agency’s key:
A

strengths and weaknesses as well as it’s formal and informal mandates.

116
Q
  1. For the strategy to be effective, everything within the agency must align behind agreed-upon strategies.
A

Strategic policing strategy.

117
Q
  1. SWOT analysis can help a policing agency focus on:
A

The right problem and select the right solution – thus creating value for the community it serves.

118
Q
  1. STRATEGIC policing IS an INGREDIENT of…
A

Community policing

119
Q
  1. Through SWOT analysis, agency personnel assess the following:
A

– Strengths.

– Weaknesses.

– Opportunities.

– Threats.

120
Q
  1. SWOT analysis: Agency vulnerabilities. These may include reduced financial resources due to budget cuts or high attrition of personnel.
A

Weaknesses

121
Q
  1. SWOT analysis: Changes occurring outside the agency presenting possibilities for enhancing efficiency or effectiveness. Examples- New software that makes it easier to track crime trend data, or heightened interest among residents to forge partnerships with police.
A

Opportunities

122
Q
  1. SWOT analysis: Developments outside the agency that may impede smooth operation or ability to serve the community. For instance, City Council voting to reduce number of authorized personnel within the agency.
A

Threats

123
Q
  1. SWOT analysis: The agency’s existing resources and capabilities, may include reputation in the community and highly trained personnel.
A

Strengths

124
Q
  1. Through SWOT analysis, (__ __) combine strengths and opportunities to move the agency forward in a productive direction.
A

Police managers.

125
Q
  1. SWOT analysis: By recognizing the presence of threats and weaknesses, (__ __) can take steps to mitigate or eliminate vulnerabilities.
A

Agency management.

126
Q
  1. This strategy suggests police officers are more than first responders and should be evaluated on more than how many arrests or how complete reports are.
A

Strategic policing

127
Q
  1. This strategy requires managers and employees gain familiarity with private sector tools like SWOT, taking stock of agency Strengths, weaknesses, external opportunities, and threats.
A

Strategic policing..

128
Q
  1. This strategy requires managers and employees to understand strategic plans, agency goals, performance measures, underlying causes of problems, and timeline for implementation of strategic initiatives.
A

Strategic policing

129
Q
  1. The strategy enables agencies to fulfill its’ mission, realize mandates, adapt to changing community concerns thus improving effectiveness.
A

Strategic policing

130
Q
  1. Strategic policing strategy fosters learning by prompting ___ ___ to define goals and evaluate progress toward those goals.
A

Agency leaders.

131
Q
  1. This strategy fosters learning by prompting agency leaders to define goals and evaluate progress towards those goals.
A

Strategic policing

132
Q
  1. Strategic policing strategy minus side: “They” need to master the skills of strategic planning and thinking.
A

Strategic policing agency managers and employees.

133
Q
  1. Strategic policing IS an _________ of Community policing.
A

Ingredient

134
Q
  1. Strategic policing strategy minus side: Developing the skills for strategic planning and thinking takes ___ and ___–resources that can be in short supply.
A

Time and investment.

135
Q
  1. This strategy enhances efficiency, enabling agency to focus limited resources on key priorities-thus extracting more value from resources.
A

Strategic policing

Police Administration 2 (12 decks)

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