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APS > MODULE #1 > Flashcards

MODULE #1 Flashcards

0
Q

Why is it important to know your clients?

x6

A
  1. To ensure that their interests are taken into account in how you deliver your service.
  2. Meet their needs, demands and expectations in terms of service delivery (defining problems, establishing priorities, deployment of personnel, assessing in meeting standards)
  3. Dissipate potentially violent situations
  4. Resolve community problems related to safe communities
  5. Generate workable and sustainable preventive action
  6. Mobilize the community to assist in achieving safe homes and safe streets.
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1
Q

The people with whom police interact in the delivery of their service and the people who that service is delivered.

A

Client

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2
Q

What are the two types of clients?

A

Indirect and direct

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3
Q

The type of clients you interact with at various points in your service delivery or investigations.

A

Direct clients

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4
Q

The type of clients not directly involved in an incident or its investigations but who have an interest in its outcome. They include taxpayers, the public, Interest groups, govt agencies, family members etc.

A

Indirect clients

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5
Q

What are 6 expectations of our clients?

A
  1. Call for assistance
  2. Call to an incident In progress
  3. Call to an incident after-the-fact
  4. Interaction with a suspect/prisoner
  5. Testimony in court
  6. Community group call for assistance
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6
Q

What is the importance of acquiring and analyzing information?

A

Information is essential to police work, to the apprehension of suspects, to the fair resolution of incidents through the Justice system or alternative means.

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7
Q

What are some sources of information?

A

Clients, partners, colleagues, and libraries, resource centres, information systems

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8
Q

Based on information acquired from various sources.

A

Risk assessment

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9
Q

Anyone within the organization, other than govt departments or agencies, or the community who can assist you to provide better quality service and more timely service.

A

Partnerships

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10
Q

What are four reasons it is important to establish and maintain partnerships?

A
  1. Develop trust to ensure that partners are available as required.
  2. Ensure that you are aware of the potential partners that do exist so that the best available information or assistance is available to clients as soon as possible.
  3. Ensure that their are contingency plans in place so that when assistance is required, it is immediately available
  4. Ensure that the clients receive assistance and follow-up through volunteers when you have other priorities to attend to.
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11
Q

What are some types of partners within and outside of the RCMP?

A

Doctors, psychiatrists, social workers, psychologists, scientists, lab technicians, dog specialists, firemen, clergy, colleagues with experience in a particular area, cultural groups, half way houses, organizations supporting battered women, victims, volunteers, informants

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12
Q

For every call for assistance or intervention, police have available to them four major types of response strategies:

A
  1. Service
  2. Protection
  3. Enforcement
  4. Prevention
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13
Q

Assisting the public and referring them to available partners

A

Service

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14
Q

Protecting the public, victims, and those affected by their victimization, in partnership with community agencies and experts.

A

Protection

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15
Q

In some cases, it is in the public’s best interest, in the pursuit of justice objectives, to enforce the law by laying charges and proceeding through the judicial system.

A

Enforcement

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16
Q

You may judge that enforcement is not in the best interest of those concerned and opt not to proceed through the judicial system

A

Discretion

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17
Q

Preventing incidents (offences, accidents or problems from occurring or escalating through intervention, proactive problem solving and education.

A

Prevention

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18
Q

In a given situation, what are three questions you must continuously ask?

A
  1. What is my primary responsibility?
  2. What course of action would be in the public’s best interest?
  3. What clients should get priority at various stages of an incident?
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19
Q

The evaluation of the effectiveness of the service provided in partnership with our clients. The determination of what worked and what did not work, with a view on improving future service. Developing problem solving strategies to address any factors.

A

Assessment

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20
Q

What are three important reasons for Assessment?

A
  1. Continuous improvement of service delivery
  2. Control of our future
  3. Detection of patterns for prevention of similar situations.
21
Q

Within the organization, as regions, divisions, detachments, sections or units, or as individual members, we are also each other’s internal clients. In this respect, how does the RCMP maintain its own accountability?

A

Through a process known as the Quality Assurance Process.

22
Q

A continuous process of internal quality control by a Unit Commander respecting the degree of compliance with operational, financial, administrative, and program responsibilities. In effect, it is the RCMP’s own internal method of implementing the Assessment segment of CAPRA, Which in turn leads to continuous improvement.

A

Quality Assurance Process

23
Q

What does CAPRA stand for?

A 
Client
Acquiring & Analyzing information 
Partnerships 
Response
Assessment
24
Q

What is a police service?

A

A public agency whose primary responsibility is community service to ensure safe homes and communities.

25
Q

What is the relationship between the police and other public services?

A

Work in partnership to prevent and solve problems to protect the public.

26
Q

How should the effectiveness of police service be measured?

A

By service standards established by the community.

27
Q

What should policing priorities be?

A

Reactive responses and proactive problem solving in regard to priorities established in consultation with the public.

28
Q

With respect to calls for service, what measure of success would be most important?

A

Variable response, depending on need.

29
Q

When should an occurrence be closed?

A

When an assessment of whether proactive measures are possible to address the root causes of the problem has been completed and, if appropriate, further action is planned and documented.

30
Q

What is the role of management?

A

Exemplifying the Mission, Vision & Values of the RCMP and within that mission, empowering front line officers to problem solve creatively and responsibly in partnership with communities.

31
Q

To what extent should the police interact with the public?

A

the police and the community should be connected. There should be ongoing interaction, though avoiding conflict of interest.

32
Q

Is the delivery of police service more effective if done by specialists or generalists?

A

In an age of diversity and community policing, generalists with strong knowledge skills, supported by specialists, are the most cost-effective human resource approach to policing.

33
Q

How can technology be used to provide quality service to communities?

A

To assist in quality reactive and proactive service to communities, encouraging face to face interactions to ensure we take into account the continually changing needs and expectations of clients.

34
Q

RCMP Mission statement

A

The Royal Canadian Mounted Police is Canada’s National Police Service. Proud of our traditions and confident in meeting future challenges, we commit to preserve the peace, uphold the law and provide quality service in partnership with our communities.

35
Q

RCMP Vision

x6

A
  1. Be a progressive, proactive and innovative organization.
  2. Provide the highest quality of service through dynamic leadership, education and technology in partnership with the diverse communities we serve.
  3. Be accountable and efficient through shared decision making.
  4. Ensure a healthy work environment that encourages team building, open communication and mutual respect.
  5. Promote safe communities.
  6. Demonstrate leadership in the pursuit of excellence.
36
Q

What are the six values of the RCMP?

A 
Honesty
Integrity
Professionalism
Compassion
Accountability
Respect
37
Q

What are the 5 steps in problem identification in partnership?

A
  1. Identify whether there is a problem.
  2. Briefly define the problem:
    - sort relevant from irrelevant info and identify ambiguities
    - sort the symptoms of problems into categories
    - suggest causal factors based on experience, precedent
    - specify info that is lacking
    - identify appropriate sources of information
  3. If there is more than one problem, establish links and set priorities among problems.
  4. Determine whether further analysis is required.
  5. Develop a plan of action and assign responsibilities if working in a partnership.
38
Q

What are 6 steps in acquiring and analyzing information?

A
  1. Gather additional info about clients, situations, physical settings, social contexts, sequence of events, responses, etc.
    - sort relevant from irrelevant info and identify ambiguities
    - sort the symptoms of problems into categories
    - suggest causal factors based on experience, precedent
    - specify info that is lacking
    - identify appropriate sources of information
  2. Note barriers to resolving the problems (institutional, community)
  3. Generate potential solutions/responses and strategies to achieve them.
  4. Select specific solutions to deal with the problem.
  5. Specify an implementation plan.
  6. Establish criteria for assessing the quality/effectiveness of the response.
39
Q

What are 3 steps in assessing the response to ensure continuous improvement?

A
  1. Assess your own performance and encourage feedback from clients in light of evaluation criteria established.
  2. Identify links between the current problem and other similar problems with a view to preventing future problems or re-prioritizing existing problems.
  3. Establish contingency plans.
40
Q

What is the restorative justice movement based on?

A
  1. A philosophy of healing, reparation, and reintegration and the prevention of future harm.
41
Q

What does restorative justice allow us, With our clients, to do?

A
  1. Explore creative ways to ensure safe homes and communities.
  2. Improve access to justice that is both durable and meaningful by increasing options to confront crime in a restorative way.
42
Q

Strategies with respect to Restorative Justice can be both creative and innovative and options include, but are not restricted to:

A
  • community justice forums
  • victim/offender mediation
  • healing circles
  • talking circles
  • incorporation of circle sentencing and reintegration circles into the established justice system
43
Q

What are the 9 stages of the Community Justice Forum?

A
  1. Introduction
  2. Offender Admission
  3. Victim impact
  4. Victim supporters
  5. Offender supporters
  6. Offender response
  7. Reparation/agreement
  8. Participant interaction (refreshments)
  9. Signing agreement
44
Q

A framework for understanding and teaching how the transition from “honest cop” to “compromised officer” can occur.

A

Continuum of compromise

45
Q

How can the continuum of compromise help officers?

A

Outlines the path of ethical compromise and can be used to help officers understand and mentally prepare for the ethical dilemmas they will face.

46
Q

How do officers develop a sense of victimization?

A

When they over-invest and over-identify with their professional role they will develop a sense of singular-identity based on their job and an increased sense of victimization.

47
Q

When officers feel victimized, in their own mind they can rationalize and justify behaviours they may not normally engage in. These type of acts occur when officers rationalize and justify not doing things they are responsible for doing. At this point, officers can feel quite justified in not doing things that, from their perspective, appear to “even the score”. These acts can include selective non-productivity and omitting paperwork etc.

A

Acts of Omission

48
Q

Instead of just omitting duties and responsibilities, officers commit administrative violations. Breaking small rules, that seem inconsequential or which stand in the way of “real police work”.

A

Acts of Commission - Administrative

49
Q

Unsuspecting officers can unwittingly travel to the next and final stage of the continuum

A

Acts of commission - Criminal

APS (10 decks)

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