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Police Administration > Chapter 4 The Nature and Practice of Planning > Flashcards

Chapter 4 The Nature and Practice of Planning Flashcards

1
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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2
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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3
Q
  1. Nonstrategic plan types:
A

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

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4
Q
  1. A plan for a one-time event or special time event or special circumstance.
A

Single-use plan

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5
Q
  1. A plan that may be replicated for similar events or tactical situations.
A

Repeat-use plan

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6
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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7
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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8
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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9
Q
  1. Long-term courses of action intended to apply to the entire police organization.
A

Strategic plans

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10
Q
  1. What types of plans are the result of a more complex and lengthier process?
A

Strategic Plans

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11
Q
  1. Two especially important planning approaches.
A

CPTED and CompStat

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12
Q
  1. What does CPTED stand for?
A

Crime Prevention Through Environmental Design

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13
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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14
Q
  1. What has proved to be a potent weapon in CPTED?
A

Technology

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15
Q

95-96. Name the Four Strategies that lie at the core of CPTED Plans.

A
  • Natural Surveillance
  • Territorial Reinforcement
  • Natural access control
  • Target hardening
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16
Q
  1. What does ‘Natural surveillance’ refer to?
A

the use of physical features that increase people’s visibility in the area

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

Territorial reinforcement

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18
Q

95-96. Name the 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. What CPTED Planning Strategy involves the use of hardware, lighting and other elements designed 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

it promotes community cohesion

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21
Q
  1. Name a limitation in executing CPTED.
A

it can be expensive

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

CompStat

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23
Q
  1. What is a key element of the CompStat approach?
A

frequent evaluation of the intelligence collected.

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24
Q
  1. Why is frequent evaluation of the intelligence collected a key element of CompStat?
A

so police can develop plans for 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. In addition to the frequent evaluation of the intelligence collected, name additional vital elements of CompStat.
A

Relentless follow-up and assessment.

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27
Q
  1. Some studies revealed statistically significant reductions in major crimes which in some cases may have resulted from under reporting due to _________.
A

Pressure from superiors to downgrade major crimes to minor offenses.

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28
Q
  1. Regardless of the number of steps a particular planning process model contains, they can be organized into three steps essential to all planning. Name them.
A
  • assessing needs and risks
  • developing alternative courses of action
  • selecting a course of action
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29
Q
  1. The process an organization uses to determine whether a need (or problem) exists that could be addressed by a particular course of action is called what?
A

Needs assessment

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30
Q
  1. Agency leaders might use a needs assessment to determine whether managers and officers must strengthen particular .
A

KSAs

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31
Q
  1. What are KSAs?
A

knowlege, skills, abilities

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32
Q
  1. What is the process of visually displaying specific locations, addresses or areas of noted concern.
A

Community mapping

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33
Q
  1. Crime analysis is an ______ process used to define current and predict future quality-of-life concerns, crime patterns, or trends.
A

analytical

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34
Q
  1. Police agencies can use (GIS) technology to display…
A

crime categories, patterns, or trends during a needs assessment.

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35
Q
  1. Mapping is often used in conjunction with the various policing strategies and other databases that become part of…
A

the assessment process. (such as housing patterns and vacant properties)

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36
Q
  1. Mapping: School, business, and parks locations, as well as census maps, are overlaid to produce…
A

a comprehensive view of problems associated with drug markets, petty crime, robberies, burglaries, and stolen autos and correlations with poverty, gangs, and offenders’ lack of education or employment.

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37
Q
  1. Crime analysts are valued specialists who use this tool.
A

Crime analysis

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38
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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39
Q
  1. Generates information that guides the actions an agency might take to achieve a stated goal.
A

Needs assessment

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40
Q
  1. Might suggest the need for a plan to bring down the rates.
A

Rising crime rates

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41
Q
  1. Method to determine if managers and officers must strengthen particular knowledge, skills, or abilities (KSAs) to meet certain goals.
A

Agency leaders might use needs assessment.

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42
Q
  1. Agency leaders needs assessment of KSAs methods.
A
  • Interviews
  • casual conversations
  • surveys
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43
Q
  1. Yields information that can help the agency design or revise training programs to strengthen specific (KSAs).
A

Needs assessment of KSAs by survey method

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44
Q
  1. Surveys type needs assessment enables agency leaders to…
A

identify trends, clarify priorities, and ensure that the agency is adhering to accreditation standards or legislatively mandated standards.

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45
Q
  1. Police agencies face numerous types of risks, including the following:
A
  1. Internal organization risks
  2. External risks:
  3. Neighborhood risks:
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46
Q
  1. Risk:
A

Undesirable circumstance that hasn’t occurred that a police agency should identify/develop plans for mitigating.

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47
Q
  1. Computer network breakdowns or the loss of valued employees to rival agencies
A

Internal organization risks

48
Q
  1. Damaged to police vehicles from pursuits or damaged facilities from natural disasters.
A

External risks.

49
Q
  1. Reductions in quality of life/neighborhood cohesion and increased crime rates.
A

Neighborhood risks

50
Q
  1. (The police) as leaders consider two criteria in assessing risks.
A
  1. Probability a undesirable circumstance will occur.

2. The magnitude of consequences if it does.

51
Q
  1. An agency conducts a risk assessment to determine:
A
  1. If known/foreseeable threat exists.
  2. Likelihood the threat will materialize.
  3. Severity of consequences if it did.
52
Q
  1. Highly probable risks that would bring the worst consequences, merit…
A

a plan for mitigation.

53
Q
  1. Police agencies can create a matrix depicting…
A

their beliefs about how particular risks stack up in terms of probability and severity.

54
Q
  1. Can be used to determine if a large crowd may require additional police resources.
A

A risk assessment

55
Q
  1. Step 2: After agency managers conduct needs and risks assessments, they develop alternative courses of action for…
A

meeting the needs or mitigating the risks they identified.

56
Q
  1. To develop these 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.
57
Q
  1. For each alternative course of action, managers evaluate:
A
  • Probable consequences.
  • Desirable consequences.
  • Undesirable consequences.
58
Q
  1. Managers also prepare a budget and a cost—benefit analysis for each…
A

tentative action plan.

59
Q
  1. When managers and officers meet to discuss the problem and to generate possible courses of action for solving it. (generate ideas for potential solutions)
A

brainstorming

60
Q
  1. A meeting leader encourages participants to continue offering ideas w/out judgement until the “well” seems to have run dry in order to generate ideas for solutions.
A

brainstorming

61
Q
  1. The result of brainstorming is…
A

a long list of possible courses of action.

62
Q
  1. Step 3: The final step in the planning process is to…
A

select the best possible course of action from the alternatives developed in Step 2.

63
Q
  1. To choose the final plan, police managers consider several criteria—such as which plan:
A
  • best accommodates agency’s resources?
  • plays to the agency’s strengths?
  • garners most support from stakeholders?
  • generates most enduring positive results?
64
Q
  1. During step 3, choosing the final plan, to help secure stakeholder’s buy-in for the final choice, they should be…
A

invited to contribute to discussions.

65
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.

66
Q
  1. Selecting a course of action from a set of alternatives requires…
A

strong decision- making competence (a leadership skill).

67
Q
  1. Decision making can be more complicated than it might appear because…
A

there are many factors to weigh.

68
Q
  1. Different approaches police managers may take in choosing a final action plan.
A
  1. Accommodating stakeholder priorities.
  2. Making innovative change.
  3. Using intuition.
  4. Clarifying decision roles.
69
Q
  1. When accommodating stakeholder priorities agency managers often feel pressured to appease this person when selecting plans of action.
A

Loudest/most persistent stakeholder because he usually captures the most attention.

70
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.

71
Q
  1. Approach for selecting final plan of action when managers draw on past experiences, expertise, knowledge, and intuitive sense.
A

Using intuition

72
Q
  1. The “sixth sense” approach for selecting final plan of action.
A

Using intuition

73
Q
  1. This “sixth sense” approach hinges on…
A

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

74
Q

103-104. (n selecting a course of action) With this decision making approach, managers define what role each participant in the decision will play selecting final plan of action.

A

Clarifying decision roles.

75
Q

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.

76
Q
  1. Provide policing services at unique events.
A

Single-use plan

77
Q
  1. Deal with a one-time community problem.
A

Single-use plan

78
Q
  1. Handle a circumstance that may or may not recur.
A

Single-use plan

79
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

80
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

81
Q
  1. The agency duplicates this same tactic in other neighborhoods within the community.
A

Repeat-use plan

82
Q
  1. Develop tactics that can be used in multiple similar settings.
A

Repeat-use plan

83
Q
  1. Manage recurring events (such as charity drives or holiday celebrations) where large numbers of people will congregate.
A

Repeat-use plan

84
Q
  1. Deal with special crime issues, such as persistent and numerous shots-fired calls, robberies, rapes, and hostage situations.
A

Tactical plan

85
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

86
Q
  1. Drive change in an entire police agency or specific units within the agency.
A

Operational plan

87
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

88
Q
  1. Activate during emergencies, critical events, or disasters that affect the agency and demand immediate and prolonged response.
A

Contingency plan

89
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

90
Q
  1. High-level overarching goals:
A
  • Enhancing police professionalism
  • fighting crime
  • improving citizen/community satisfaction with quality of life and policing services
91
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

92
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.

93
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.

94
Q
  1. CPTED: Hinges on collaboration among…
A

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

95
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.
96
Q
  1. CPTED strategy: doors and windows facing streets and parking areas
A

Natural surveillance

97
Q
  1. CPTED strategy: night-time lighting.
A

Natural surveillance

98
Q
  1. CPTED strategy: a willingness among residents to keep their window coverings open to observe activity in the area.
A

Natural surveillance

99
Q
  1. CPTED strategy: emphasizes the use of physical characteristics to differentiate private and public spaces.
A

Territorial reinforcement

100
Q
  1. CPTED strategy: the use of physical characteristics to emphasize the ownership of private places while discouraging encroachment.
A

Territorial reinforcement

101
Q
  1. CPTED strategy: Fences, pavement designs, gates, and landscape architecture can all be used.
A

Territorial reinforcement

102
Q
  1. CPTED strategy: focuses on ensuring that streets and sidewalks are in full view of the community.
A

Natural access control

103
Q
  1. CPTED strategy: removal of tall hedges and solid fences ensuring view of streets and sidewalks.
A

Natural access control

104
Q
  1. CPTED strategy: This openness discourages would-be offenders who prefer to conceal themselves behind opaque barriers.
A

Natural access control

105
Q
  1. CPTED strategy: Prominent video cameras on buildings can act as additional deterrents.
A

Natural access control

106
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

107
Q
  1. CPTED strategy: high-quality window locks and stout deadbolt locks for doors to discourage intrusion.
A

Target hardening

108
Q
  1. CPTED strategy: recessed interior door hinges can make it nearly impossible for burglars to remove hinges.
A

Target hardening

109
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.

110
Q
  1. Has helped create a sense of urgency for suppressing crime and apprehending suspects.
A

CompStat approach

111
Q
  1. These needs and risks assessments powerfully shape…
A

the rest of the planning process.

112
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

113
Q
  1. An agency conducts a _______ ________ to determine whether a known or foreseable threat exists, how likely it is that the threat will materialize, and how severe the consequences would be if the risk did materialize.
A

risk assessment

114
Q

99-100. Police agencies face numerous types of risks, including ……..

A
  • Internal organization risks
  • External risks
  • Neighborhood risks
115
Q
  1. The first step (Step 1) of three steps essential to all planning is
A

assessing needs and risks

Police Administration (12 decks)

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