Chapter 2 Policing Strategies Flashcards
1
Q
- An alternative strategy to traditional policing that emphasizes close interaction between police and the neighborhoods they serve.
A
Community policing
2
Q
- When did community policing reemerge?
A
In the 1980s.
3
Q
- This strategy draws extensively from the principles of policing attributed to Robert Peel.
A
Community policing
4
Q
- 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.
5
Q
- In many ways, especially for people in poverty, the police are the agency of:
A
First and last resort.
6
Q
- Based on the assumption that police and citizens of a specific community share the same values.
A
The community policing strategy
7
Q
- Thus, community policing may work differently in different communities, dependent on…
A
what those shared values are.
8
Q
- This diversity of communities makes it difficult to..
A
define community policing strategy in formal terms.
9
Q
- In an agency that uses this strategy, the policing efforts are customized to the needs of individual community.
A
community policing strategy
10
Q
- In an agency that uses this strategy, AGENCY LEADERS emphasize decentralization of the organization.
A
community policing strategy
11
Q
- 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.
12
Q
- They recognize that crime control (law enforcement) is only one function of the police when agencies use the community policing strategy,
A
Citizens
13
Q
- 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.
14
Q
- Community policing-Problem identification methods:
A
– Citizen surveys.
– Demographic and statistical information.
– Dialogue with community leaders.
15
Q
- Community policing strategy: Once the problem is identified, the agency and COMMUNITY develop…
A
solutions, implement them, and evaluate their effectiveness.
16
Q
- Community policing can take many forms, but key elements include:
A
bonds of trust and collaboration between police and the public.
17
Q
- 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.
18
Q
- Community policing occurs every time police officers meet with community members to…
A
Discuss and resolve community-based concerns.
19
Q
- Community policing occurs every time solutions are customized to fit the..
A
Unique needs and circumstances of a community.
20
Q
- 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
21
Q
- 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
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
23
Q
- Balances reactive responses to calls for service with proactive problem solving centered on the causes of crime and disorder.
A
The community policing MODEL.
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.
25
34. In agencies that use the community policing strategy, both police personnel and community residents may accept that the traditional policing strategy is still...
valuable and appropriate under certain circumstances.
26
34. Everyone involved understands the police not only enforce the law, they serve the public, and unlike traditional policing, community policing is..
Proactive rather than reactive.
27
34. Cities that have successfully integrated the community policing strategy into their operations have reported...
increased job satisfaction among all levels of personnel as well as a sense of empowerment and of being valued.
28
34. These characteristics of community policing create certain advantages, including meaningful communication between citizens and...
LINE officers as well as increased communication between line officers and their IMMEDIATE superiors, leading to greater confidence in all agency members.
29
34. In agencies that want to adopt the community policing strategy but in which concerns have emerged...
managers can emphasize the new role that line officers will play in driving the initiative.
30
35. Community policing recognizes that (__ __) should not be viewed in the same light as chronic (__ __).
(responsible citizens) (criminal offenders)
31
35. The practical application of community policing involves...
Citizens and police working together to be tougher on crime.
32
35. In some cases, excessive enthusiasm for community policing coupled with unrealistic expectations of what an agency can accomplish through it, leads to the...
abandonment of the strategy.
33
35. An agency might also decide to steer clear of community policing if police managers favor...
traditional gauges of police performance, which value quantitative measurements such as number of arrests.
34
35. Community policing requires knowledge and skills (such as leadership) that differ from those that:
Line officers traditionally acquired in training.
35
35. To be sure, fostering a sense of community between (__ __) and (__) is no small feat.
(police representatives) (residents)
36
35. Real distinctions between officers and those they serve can cause this understandable mentality to arise.
"Us verses them"
37
35. This mentality often erodes communication between police and citizens and in some cases sparks civil unrest.
"Us versus them"
38
35. The most visible and readily available representative government.
The police
39
35. In order to combat community policing problems, police agency members and citizens must strive to cultivate a strong sense of...
community in which all share responsibility for reducing and preventing crime and disorder.
40
35. The police can do their part combating problems with community policing by responding to:
Non-crime concerns and referring citizens to agencies capable of addressing those concerns.
41
34. Managers can point out that community policing makes traditional policing more effective because..
calls for service are received from the same citizens the officers regularly work with.
42
35. Use of tools such as surveys can help generate information needed to fine tune an agency's:
Community policing practices.
43
35. Maintaining citizens' confidence in police by responding when police forward citizen complaints/concerns...this kind of cross agency collaboration requires...
Effective leadership by the police.
44
36. What can generate insights to help a police agency strengthen it's community policing efforts?
Internal and external surveys
45
36. Agencies can use external surveys to solicit comments from citizens concerning their experiences with officers who:
Respond to calls for service.
46
36. Many external surveys ask citizens to rate officers on criteria including:
Professional conduct, level of concern, effort to put the citizen at ease, helpfulness, and subject matter expertise.
47
35. Who can maintain citizens confidence in police by ensuring their agencies respond when police forward citizen complaints or concerns to them?
Top level city and county administrators.
48
36. The tactical implementation of community policing.
Problem oriented policing
49
36. REPRESENTS the tactical implementation of community policing.
Problem oriented policing STRATEGY
50
36. According to this strategy, problems differ from incidents.
Problem oriented policing strategy.
51
36. A single occurrence requiring a response from police.
Incident
52
36. Problem oriented police officers and managers prioritize problems according to importance as follows:
1) community.
2) police agency.
3) frequency of occurrence.
53
36. The occurrence of two or more incidents of a similar nature.
Problem
54
36. Problem oriented police officers and managers appreciate the significance of issues to the community. They prioritize problems according to their importance to the...
community (top priority), their importance to to the police agency (next-level priority), and their frequency of occurrence (next priority).
55
36. Problem oriented police officers and managers may also categorize Incidents according to...
crime type, nature, geography (neighborhood), time or people involved (suspects/victims).
56
36. The founder of the modern concept of problem oriented policing.
Herman Goldstein
57
36. Herman Goldstein suggests that police agencies interested in adopting problem oriented policing strategy should...
shift from Inward orientation to an outward orientation.
58
36. Inward orientation
Using internal evaluation criteria such as number of sworn officers.
59
36. Outward orientation
Using external criteria such as an agency's impact on chronic problems in the community.
60
36. Goldstein thus advocates...
attention to effectiveness over efficiency.
61
36. Agencies using problem oriented policing strategy place less emphasis on statistics and more emphasis on:
Initiatives designed to eliminate problems.
62
36. Problem oriented police officers and managers may also categorize incidents as follows:
```
– Crime type.
– Nature.
– Geography.
– Time.
– People involved.
```
63
37. One of the most commonly used approaches in problem oriented policing.
SARA problem-solving model.
64
37. To use the SARA problem solving model, police and community members progress through four steps:
1. Scan.
2. ANALYZE
3. Respond.
4. Assess.
65
37. Identify crime and disorder problems in the community.
Scan
66
37. Gather and examine information about the problem.
ANALYZE
67
SARA: 37. Reviewing crime reports, field intelligence report, and citizen interviews to determine the local problem.
Scan
68
37. Evaluate responses' efficiency and effectiveness.
Assess
69
38. Prostitution, loitering, minor drug offensives, and panhandling fall under these types of crimes.
Quality of life crimes
70
39. The problem oriented policing strategy has been used to address:
Crime and disorder problems affecting broad territories.
71
39. Challenges to problem oriented policing strategy: Requires police officers to demonstrate:
Skills that they would not typically acquire through basic and in-service training programs.
72
39. Skills required by police officers using problem oriented policing strategy:
Engaging citizens groups, thinking critically, analyzing situations, communicating effectively, assessing the usefulness of responses to problems.
73
39. Police managers and officers can gain skills for problem oriented policing strategy through:
Leadership development programs.
74
39. Examples of "Community policing" in action.
"Team policing" and "neighborhood policing"
75
39. Both practices involve use of police officer teams to address issues and to help residents resolve issues on the small scale.
"Team policing" and "neighborhood policing"
76
39. The success of these practices hinges on the quality of the personal encounters between the officers and residents.
"Team policing" and "neighborhood policing"
77
In fact, in some areas where there is little reduction in crime, positive interactions between the police and the public can still...
markedly decrease residents' fear of crime.
78
43. Intelligence lead policing integrates...
"problem oriented policing and zero-tolerance policing"
79
37. Develop and implement solutions to the problem.
Respond.
80
43. Through this strategy, police continuously ANALYZE incidents that occur in the recent past and develop action plans for addressing the problem.
"INTELLIGENCE lead policing"
81
43. Intelligence-led policing:
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
43. (Specific GIS technology) GIS management systems are used to pinpoint responsibility and accountability for:
Police efficiency, effectiveness, and overall performance.
83
43. (GIS) technology Is used to identify, ANALYZE , and respond quickly to reported:
Incidents of crime and disorder.
84
43. Agencies that emphasize the intelligence lead policing strategy may use these to ANALYZE the resulting data.
– Compstat.
– GIS (Geographic Information Systems).
– Frequent meetings.
85
44. CompStat: Gathering of accurate and timely intelligence is done through:
Direct observation, surveys, and other sources.
86
44. 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.
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
44. With intelligence led policing two or more incidents of a similar nature can indicate a...
Trend toward a major problem.
88
44. Obtaining an processing the information that makes intelligence led policing a possibility is this kind of process.
Cyclical five-step process.
89
44. Step 1: Intelligence led policing.
Identify crime parameters, develop questions and define priorities for collecting raw data and determine how they will be ANALYZED.
90
44. Step 2: Intelligence led policing
Review existing intelligence and collect new (raw) data.
91
44. Step 3:Intelligence led policing
ANALYZE data collected and format them as reports, briefings, and other
presentations.
92
44. Step 4: Intelligence led policing
Disseminate intelligence to appropriate individuals for review and storage in database.
93
44. Step 5: Intelligence led policing
Gather feedback regarding the value of the intelligence and recommended courses of action.
94
44. Five steps to intelligence led policing.
```
Step 1: Identify crime parameters.
Step 2: Review existing intelligence.
Step 3: Analyze data.
Step 4: Disseminate intelligence.
Step 5: Gather feedback.
```
95
44. This policing strategy can also be implemented simultaneously with other strategies such as traditional and community policing.
The intelligence-led policing.
96
44. One great strength of intelligence led policing is that it gives agencies and opportunity to:
Intercept troubling trends early.
97
44. This strategy requires DAILY accountability for demonstrating results, and strong partnerships between the police and the community.
Intelligence-led policing strategy.
98
44. The challenge of this strategy are its demands a high level of technological sophistication to gather and ANALYZE detailed, timely, and accurate information.
Intelligence-led policing strategy.
99
44. The strategy requires unit commanders must know about event trends emerging during the past few weeks and have a detailed plan for addressing problems.
Intelligence-led policing
100
44. The strategy requires unit commanders must be available on a DAILY basis to present incident data from the previous 24 hours.
Intelligence-led policing
101
45. 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...
(2) DEVELOP STRATEGIES for achieving those goals – strategies that are influenced by priorities of stakeholders.
102
45. SWOT
(Strengths, weaknesses, opportunities, threats) analysis and strategic planning.
103
46. Strategic policing CAN be an _______ of Community policing.
Element.
104
45. STRATEGIC policing is an ingredient of community policing and seeks to integrate proven private and public-sector organizational management techniques with
PUBLIC POLICING STRATEGY
105
46. Community policing strategy allocates police resources in accordance with:
Community priorities.
106
46. The strategy emphasizes high visibility of police in the neighborhood.
Community policing.
107
46. This strategy emphasizes rapport with the community.
Community policing.
108
45. Seeks to integrate proven private and public sector organizational management techniques with public policing strategy.
Strategic policing.
109
46. This strategy emphasizes fewer arrests due to the more proactive (preventive) role of the police.
Community policing.
110
46. The strategy emphasizes decentralization of the police organizational command structure.
Community policing strategy.
111
46. This strategy calls for visionary incorporation of established police operations into a broader mission focus on peacekeeping and prevention of crime.
Strategic policing strategy.
112
46. To use strategic policing, an agency must:
Develop plans, identify key performance objectives and outcome indicators, make effective/efficient delivery of services the top priority.
113
46. To use this strategy an agency must also establish strong alliances with the community to address disorder, prosecute criminals, and prevent crime.
Strategic policing strategy.
114
46. To use strategic policing, the agency must shift from a culture of reaction and blind compliance to one of:
Self-motivation, empowerment, and neighborhood ownership of problems and solutions.
115
46. Employees should be involved in strategic planning. Employees understand and can articulate the agency's key:
strengths and weaknesses as well as it's formal and informal mandates.
116
46. For the strategy to be effective, everything within the agency must align behind agreed-upon strategies.
Strategic policing strategy.
117
47. SWOT analysis can help a policing agency focus on:
The right problem and select the right solution – thus creating value for the community it serves.
118
45. STRATEGIC policing IS an INGREDIENT of...
Community policing
119
47. Through SWOT analysis, agency personnel assess the following:
– Strengths.
– Weaknesses.
– Opportunities.
– Threats.
120
47. SWOT analysis: Agency vulnerabilities. These may include reduced financial resources due to budget cuts or high attrition of personnel.
Weaknesses
121
47. 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.
Opportunities
122
47. 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.
Threats
123
47. SWOT analysis: The agency's existing resources and capabilities, may include reputation in the community and highly trained personnel.
Strengths
124
47. Through SWOT analysis, (__ __) combine strengths and opportunities to move the agency forward in a productive direction.
Police managers.
125
47. SWOT analysis: By recognizing the presence of threats and weaknesses, (__ __) can take steps to mitigate or eliminate vulnerabilities.
Agency management.
126
47. 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.
Strategic policing
127
47. This strategy requires managers and employees gain familiarity with private sector tools like SWOT, taking stock of agency Strengths, weaknesses, external opportunities, and threats.
Strategic policing..
128
47. 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.
Strategic policing
129
47. The strategy enables agencies to fulfill its' mission, realize mandates, adapt to changing community concerns thus improving effectiveness.
Strategic policing
130
47. Strategic policing strategy fosters learning by prompting ___ ___ to define goals and evaluate progress toward those goals.
Agency leaders.
131
47. This strategy fosters learning by prompting agency leaders to define goals and evaluate progress towards those goals.
Strategic policing
132
48. Strategic policing strategy minus side: "They" need to master the skills of strategic planning and thinking.
Strategic policing agency managers and employees.
133
45. Strategic policing IS an _________ of Community policing.
Ingredient
134
48. Strategic policing strategy minus side: Developing the skills for strategic planning and thinking takes ___ and ___--resources that can be in short supply.
Time and investment.
135
47. This strategy enhances efficiency, enabling agency to focus limited resources on key priorities-thus extracting more value from resources.
Strategic policing
