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Chapter 04 Flashcards

2
Q
  1. Police agencies use several types of plans that we can think of as falling into the major categories of…
A

non-strategic

strategic

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3
Q
  1. Such plans are intended to handle a police agency’s day-to-day responsibilities and are usually developed by and for specific functions within the agency.
A

Nonstrategic plans

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4
Q
  1. Nonstrategic plan types:
A

single-use, repeat-use, tactical, operational, and contingency.

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5
Q
  1. A plan for a one-time event or special time event or special circumstance.
A

Single-use plan

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6
Q
  1. A plan that may be replicated for similar events or tactical situations.
A

Repeat-use plan

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7
Q
  1. A plan for special events, unique or extraordinary circumstances, or intra-agency or interagency operational needs.
A

Tactical plan

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8
Q
  1. A plan delineating functional activities and agency change processes. This plan drives an entire agency or units within an agency.
A

Operational plan

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9
Q
  1. A plan activated during serious emergencies, critical events, or disasters that affect the agency and demand immediate and/or prolonged response.
A

Contingency plan

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10
Q
  1. Long-term courses of action intended to apply to the entire police organization.
A

Strategic plans

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11
Q
  1. What types of plans are the result of a more complex and lengthier process?
A

Strategic Plans

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12
Q
  1. Two especially important planning approaches.
A

CPTED and CompStat

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13
Q
  1. What does CPTED stand for?
A

Crime Prevention Through Environmental Design

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14
Q
  1. Define CPTED.
A

The process of deciding how to construct or modify the physical environment to deter or discourage criminal activity.

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15
Q
  1. Four Strategies at the core of CPTED.
A

Natural Surveillance.
Territorial Reinforcement.
Natural access control.
Target hardening.

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16
Q
  1. What does ‘Natural surveillance’ refer to?
A

Use of physical features that increase visibility IN the area

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17
Q
  1. What CPTED planning strategy emphasizing use of physical characteristics to differentiate private and public areas, and ownership of private places while discouraging encroachment?
A

Territorial reinforcement

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18
Q
  1. CPTED planning strategy that focuses on ensuring that streets and sidewalks are in full view of the community.
A

Natural access control

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19
Q
  1. CPTED planning strategy using hardware, lighting and other elements to make a home or business less vulnerable to physical intrusion.
A

Target hardening

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20
Q
  1. What is one important benefit of CPTED as a type of planning?
A

Promotes community cohesion

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21
Q
  1. A limitation in executing CPTED.
A

Can be expensive

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22
Q
  1. What policing approach involves generation of as much real-time data as possible AND frequent evaluation of data to develop strategies to reduce crime quickly and effectively?
A

CompStat

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23
Q
  1. A key element of CompStat approach?
A

Frequent evaluation of the intelligence collected.

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24
Q
  1. A key element of CompStat is frequent evaluation of the intelligence collected so police can develop plans for for what?
A

Moving quickly and effectively to reduce crime.

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25
Q
  1. How can Police Agencies deploy personnel and resources rapidly to areas where crimes are occurring?
A

By gathering real-time information.

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26
Q
  1. The additional vital elements of CompStat other than frequent evaluation of intelligence.
A

Relentless follow-up and assessment.

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27
Q
  1. All planning processes can be organized into these three essential steps.
A
  1. Assessing needs and risks.
  2. Developing alt courses of action.
  3. Selecting a course of action
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28
Q
  1. The process an org uses to determine if a need (or problem) exists and it can be addressed by a course of action.
A

Needs assessment

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29
Q
  1. Agency leaders might use a needs assessment to determine whether managers and officers must strengthen particular .
A

KSAs (knowledge, skills, abilities)

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30
Q
  1. Process of visually displaying specific locations, addresses or areas of concern.
A

Community mapping

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31
Q
  1. Crime analysis is an (__) process used to (__) current and (__) future quality-of-life concerns, crime (__), or (__).
A

(analytical) (define) (predict) (patterns) (trends)

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32
Q
  1. Police agencies can use (GIS) technology, during a needs assessment, to display…
A

crime categories, patterns, or trends

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33
Q
  1. Often used in conjunction with various policing strategies and other databases that become part of the assessment process. (such as housing patterns and vacant properties).
A

Community Mapping or Mapping

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34
Q
  1. School, business, and parks locations, as well as census maps, are overlaid to produce comprehensive view of problems associated with criminal activity in the area.
A

Community Mapping

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35
Q
  1. What has proved to be a potent weapon in CPTED?
A

Technology

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36
Q
  1. Crime analysts are valued specialists who use this tool.
A

Crime analysis

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37
Q
  1. Agencies use of various databases and to identify crime patterns/trends to deploy officers and prevent/disrupt crime patterns.
A

Crime analysis

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38
Q
  1. Might suggest the need for a plan to bring down the rates.
A

Review of crime statistics as part of needs assessment determining a problem of rising crime rates

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39
Q
  1. The methods agency leaders can use to make a needs assessment of manager/officer KSAs.
A
  • casual conversations
  • Interviews
  • surveys
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40
Q
  1. Police agencies face numerous types of risks, including the following:
A
  1. Internal org risks
  2. External risks
  3. Neighborhood risks
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41
Q
  1. Undesirable circumstance that hasn’t occurred but a police agency should identify and develop plans for mitigating.
A

Risk

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42
Q
  1. Type of risk: Computer network breakdowns or the loss of valued employees to rival agencies
A

Internal organization risks

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43
Q
  1. Type of risk: Damaged police vehicles from pursuits or damaged facilities from natural disasters.
A

External risks.

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44
Q
  1. Type of risk: Reductions in quality of life/neighborhood cohesion and increased crime rates.
A

Neighborhood risks

45
Q
  1. An agency conducts a risk assessment to determine:
A
  1. Whether a known or foreseeable threat exists.
  2. How likely it is the threat will materialize.
  3. How severe the consequences would be if it did.
46
Q
  1. Highly probable risks that would bring the worst consequences, merit a…
A

plan for mitigation.

47
Q
  1. What can police agencies create to depict their beliefs about how particular risks stack up in terms of probability and severity.
A

Risk assessment matrix.

48
Q
  1. Can be used to determine if a large crowd may require additional police resources.
A

Risk assessment

49
Q
  1. After agency managers conduct needs and risks assessments, they develop alternative courses of action for meeting the needs or mitigating the risks they identified.
A

Step 2: Developing alternative courses of action.

50
Q
  1. To develop alternative courses of action, managers consider:
A
  • fiscal, physical, and personnel resources.
  • activities needed to execute plans.
  • strategy for managing resistance to plans.
  • Ideas for building support for potential courses of action.
51
Q
  1. For each alternative course of action, managers evaluate:
A
  • Probable consequences.
  • Desirable consequences.
  • Undesirable consequences.
52
Q
  1. What do managers also prepare for each tentative action plan?
A

Budget and a cost—benefit analysis

53
Q
  1. Using this method, the meeting leader encourages participants to continue offering ideas w/out judgement, until the “well” runs dry, in order to generate ideas for solutions.
A

brainstorming

54
Q
  1. The result of brainstorming.
A

a long list of possible courses of action.

55
Q
  1. The final step in the planning process by which a plan is decided on from the alternatives developed in Step 2.
A

Step 3: Selecting a course of action.

56
Q
  1. To choose the final plan, police managers consider several criteria—such as which plan:
A
  • best accommodates agcy’s resources?
  • plays to the agcy’s strengths?
  • garners most supp from stkhldrs?.
  • gens most enduring pos results?
57
Q
  1. During this step, stakeholder’s should be invited to contribute to discussions to secure their buy-in for the final choice.
A

Step 3: Selecting a course of action.

58
Q
  1. Generates information that guides the actions an agency might take to achieve a stated goal.
A

Needs assessment

59
Q
  1. In assessing risks, the police as leaders consider these two criteria.
A
  1. Probability a undesirable circumstance will occur.

2. The magnitude of consequences if it does.

60
Q
  1. So stakeholders can see how the plan supports the agency’s mission, police personnel should clearly state the…
A

GOALS of each proposed action plan.

61
Q
  1. Different approaches police managers may take in choosing a final action plan.
A
  1. Accommodating stkhldr priorities.
  2. Making innov chg.
  3. Using intuition.
  4. Clarifying decision roles.
62
Q
  1. Approach used when agcy mgrs make the decision due to pressure to appease the loudest/most persistent stkhldr capturing the most attention.
A

Accommodating stakeholder priorities.

63
Q
  1. Decision making approach used when agency managers select a final plan that includes officers’ use of a Taser because doesn’t cause injury so reduces liability claims against police.
A

Making innovative change.

64
Q
  1. Selecting a course of action from a set of alternatives requires…
A

strong decision- making competence (a leadership skill).

65
Q
  1. This “sixth sense” approach hinges on his ability…
A

to blend information from both personal and outside sources while arriving at a decision.

66
Q
  1. With this approach, mgrs define what role each participant in the decision will play in selecting final plan of action.
A

Clarifying decision roles.

67
Q
  1. Will everyone involved in selecting a final plan have a say in the ultimate decision or will the leader consult and solicit opinions but make the final choice alone?
A

Clarifying decision roles.

68
Q
  1. Approach for selecting final plan of action when managers draw on past experiences, expertise, knowledge, and intuitive sense.
A

Using intuition

69
Q
  1. The “sixth sense” approach for selecting final plan of action.
A

Using intuition

70
Q
  1. Provide policing services at unique events.
A

Single-use plan

71
Q
  1. Deal with a one-time community problem.
A

Single-use plan

72
Q
  1. Handle a circumstance that may or may not recur.
A

Single-use plan

73
Q
  1. To provide policing services for a one-time outdoor concert held in town, an agency develops a plan stipulating how officers will control the crowd and provide security for performers.
A

Single-use plan

74
Q

92.When residents of a specific neighborhood complain about cars speeding on their streets, police create a plan for stopping cars to verify license and registration, discouraging people from speeding through the area.

A

Repeat-use plan

75
Q
  1. The agency duplicates this same tactic in other neighborhoods within the community.
A

Repeat-use plan

76
Q
  1. Develop tactics that can be used in multiple similar settings.
A

Repeat-use plan

77
Q
  1. Manage recurring events (such as charity drives or holiday celebrations) where large numbers of people will congregate.
A

Repeat-use plan

78
Q
  1. Deal with special crime issues, such as persistent and numerous shots-fired calls, robberies, rapes, and hostage situations.
A

Tactical plan

79
Q
  1. A police agency develops a plan stipulating when and how to activate a SWAT or other emergency team in a hostage situation so as to contain and end the emergency.
A

Tactical plan

80
Q
  1. Drive change in an entire police agency or specific units within the agency.
A

Operational plan

81
Q
  1. An agency that decides to set up a canine unit creates a plan for selecting human and canine members of the unit, as well as training, certifying, and deploying them.
A

Operational plan

82
Q
  1. Activate during emergencies, critical events, or disasters that affect the agency and demand immediate and prolonged response.
A

Contingency plan

83
Q
  1. An agency develops plans delineating procedures tor responding to terrorist attacks and natural disasters (hurricanes, tornadoes, floods) to which the area is particularly vulnerable.
A

Contingency plan

84
Q
  1. High-level overarching goals:
A

• Enhancing police professionalism• fighting crime• improving citizen/community satisfaction with quality of life and policing services

85
Q
  1. Police managers take into account the agency’s values, vision, and mission, as well as the priorities of stakeholders (community members and local business leaders).To develop this category of plans.
A

Strategic plans

86
Q
  1. CPTED: By integrating certain elements into physical places during construction, communities can lower the incidence of crime and…
A

increase community cohesion—resulting in higher quality of life for residents.

87
Q
  1. An outgrowth of overall thinking about how to keep crime from occurring in the first place.
A

CPTED - Crime Prevention through environmental design.

88
Q
  1. CPTED: Hinges on collaboration among…
A

police, community residents, business leaders, and local governing bodies.

89
Q

Most crime prevention results a web of security/safety precautions embodied in these institutional settings of daily life:

A

• Families.• Communities.• Schools.• Workplaces.• Legal institutions associated with criminal justice.

90
Q
  1. CPTED strategy: doors and windows facing streets and parking areas
A

Natural surveillance

91
Q
  1. CPTED strategy: night-time lighting.
A

Natural surveillance

92
Q
  1. CPTED strategy: a willingness among residents to keep their window coverings open to observe activity in the area.
A

Natural surveillance

93
Q
  1. CPTED strategy: emphasizes the use of physical characteristics to differentiate private and public spaces.
A

Territorial reinforcement

94
Q
  1. CPTED strategy: the use of physical characteristics to emphasize the ownership of private places while discouraging encroachment.
A

Territorial reinforcement

95
Q
  1. CPTED strategy: Fences, pavement designs, gates, and landscape architecture can all be used.
A

Territorial reinforcement

96
Q
  1. CPTED strategy: focuses on ensuring that streets and sidewalks are in full view of the community.
A

Natural access control

97
Q
  1. CPTED strategy: removal of tall hedges and solid fences ensuring view of streets and sidewalks.
A

Natural access control

98
Q
  1. CPTED strategy: This openness discourages would-be offenders who prefer to conceal themselves behind opaque barriers.
A

Natural access control

99
Q
  1. CPTED strategy: Prominent video cameras on buildings can act as additional deterrents.
A

Natural access control

100
Q
  1. CPTED strategy: involves the use of hardware, lighting, and other elements (such as alarm systems and guard or pet dogs) designed to make a home or business less vulnerable to physical intrusion.
A

Target hardening

101
Q
  1. CPTED strategy: high-quality window locks and stout deadbolt locks for doors to discourage intrusion.
A

Target hardening

102
Q
  1. CPTED strategy: recessed interior door hinges can make it nearly impossible for burglars to remove hinges.
A

Target hardening

103
Q
  1. To develop an effective CPTED plan, neighbors must remain alert to what is happening in their community, and everyone needs to…
A

shoulder responsibility for residents’ overall well-being.

104
Q
  1. Has helped create a sense of urgency for suppressing crime and apprehending suspects.
A

CompStat approach

105
Q
  1. These needs and risks assessments powerfully shape…
A

the rest of the planning process.

106
Q
  1. A ________ is an undesirable circumstance that has not yet occurred but that a police agency should identify and develop plans for mitigating.
A

Risk

107
Q

99 Types of risks faced by police agencies.

A
  • Internal organization risks
  • External risks
  • Neighborhood risks
108
Q
  1. The first step (Step 1) of three steps essential to all planning is
A

assessing needs and risks

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