PPM Overview

Question 1

START

refer to __________ as the machine model, where emphasis is on efficiency, orderliness, and output.

Answer 1

scientific management

Question 2

They cite Frederick Taylor as providing the four basic principles of this approach: 1. Division of labor and specialization 2. Unity of command and centralization of decision making 3. One- way authority 4. Narrow span of control This, along with the monocratically organized bureaucracy developed by Max Weber ( see Chap-ter 4 for a (seeChap-ter4fora discussion of Weber’s principles) , became the basic conceptual structure for ________

Answer 2

scientific management.

Question 3

In their early study of _________, Blau and Meyer give us three stages of developing _______ that are also characteristics of police organizations. First, cash salaries replace unpaid work by family members. Then a clerical component is added, and the owners are separated from management. Finally, managers are expected to have professional qualifications.

Answer 3

bureaucracy

Question 4

served as a patrol officer under August Vollmer, chief of the Berkeley, California, Police Department, from 1921 to 1925. His career included being chief of police in Fullerton, California ( 1925– 1928), and Wichita, Kansas ( 1928– 1939); professor of criminology at the University of California at Berkeley ( 1939– 1960); and then dean ( 1950– 1960).

Answer 4

Orlando Winfield Wilson

Question 5

From 1960 to 1967, he was the reform- minded chief of police in the Chicago Police Department. His book, Police Administration , first published in 1950, became the most influential management textbook for use by modern police managers and police management faculties in the United States.

Answer 5

Orlando Winfield Wilson

Question 6

Basically,_______ carried on Vollmer’s sound approach to police management under the main principles of encouraging the following: 1. A professional police department divorced from politics 2. Rigorous police personnel selection and training processes 3. Use of the latest technological innovations available for law enforcement ( e. g., maximum use of patrol cars, radio systems, and computerized record keeping)

Answer 6

Orlando Winfield Wilson

Question 7

was both committed to the professionalization of policing and opposed to civil service. He felt that civil service tests and rules of seniority hampered the police chief in selecting the most qualified personnel for law enforcement and promotion to leadership positions.

Answer 7

Orlando Winfield Wilson

Question 8

organized his book around three basic administrative processes: ( 1) planning, ( 2) activating, and ( 3) controlling.

Answer 8

Orlando Winfield Wilson

Question 9

developed the police and prison plans for the invasion of Europe and organized democratic police departments in Frankfurt and Munich

Answer 9

William H. Parker

Question 10

main contribution was to the implementation of scientific management in the LAPD, one of the largest police departments in the country, during his tenure as chief from 1950 to 1968.

Answer 10

William H. Parker

Question 11

was known for his strong stand on effective law enforcement, accountability, technocratic innovations, and commitment to police professionalism.

Answer 11

William H. Parker

Question 12

Gazell ( 1976) summed up ________ internal changes to police organizations with many examples such as the creation of internal affairs and planning units. He also spearheaded the use of one- person patrols, the need for traffic enforcement, and the need to deal with alcoholism among police officers.

Answer 12

William H. Parker

Question 13

His willingness to take on technological and some organizational innovation in the spirit of scientific management served to encourage other departments throughout the country to accept these innovations. This became especially true when the Law Enforcement Assistance Administration ( LEAA) was willing to provide startup costs and basic capital throughout the 1970s.

Answer 13

William H. Parker

Question 14

Other noted works on police organization based on the scientific approach appearing throughout this period were ________’s American Police Administration ( 1921 ),

Answer 14

Elmer D. Graper

Question 15

Other noted works on police organization based on the scientific approach appearing throughout this period were __________’s The Police and Modern Society (1936 ),

Answer 15

August Vollmer

Question 16

Other noted works on police organization based on the scientific approach appearing throughout this period were ________’s European Police Systems ( 1915 ) and American Police Systems ( 1920 ),

Answer 16

Raymond B. Fosdick

Question 17

Other noted works on police organization based on the scientific approach appearing throughout this period were ________’s Police Systems in the United States ( 1940 ).

Answer 17

Bruce Smith

Question 18

Basically, this model does not exist in any one department. It has some of the personnel thrust of the scientific management model and some of the democratization of the team policing approach and its variations.

Answer 18

HUMAN RELATIONS AND PARTICIPATIVE MANAGEMENT, 1925 TO PRESENT

Question 19

The __________ approach considers the police executive to be a team leader who creates a cooperative effort among line officers through the use of a management team.

Answer 19

human relations

Question 20

The theme here is that management should be group centered. According to Tannenbaum and Schmidt ( 1975) , the manager would basically operate from two premises: 1. The manager defines limits within which the group makes decisions. 2. The manager and the group jointly make decisions within limits defined by organizational constraints.

Answer 20

human relations approach

Question 21

The ________ approach, in theory, views the police manager acting as a primus inter pares ( first among equals) rather than as a traditional autocratic administrator.

Answer 21

team policing

Question 22

The ________ approach is especially germane to the participatory management model where full- service and multispecialist teams operate with strong community commitment.

Answer 22

human relations

Question 23

In other words, ________ is an adaptation of McGregor’s Theory Y to the field.

Answer 23

team policing

Question 24

When we examine the components causing _____ among police officers, the twin Maslow needs of autonomy and security come into play. Basically, the police officer needs to feel that he or she has the prospect of a promotion along a reasonable career line and that his or her job is relatively stable and free from potentially capricious management. Personnel grievance and promotion matters play as large a role in producing _______ on the job as does the work on the streets.

Answer 24

stress

Question 25

With the strong perception of danger and the need for alertness to deal with the unexpected in the field, police officers have a special drive and a need for security on the job. __________, when applied correctly, may solve these problems. Traditional, autocratic scientific management often fails to deal with these human relations problems in a satisfactory manner. Departmental ___________ models, in which mid- level and line personnel have an important say on how to address local crime problems, become an essential element of community policing , which is discussed in Chapter 8 .

Answer 25

Participatory management

Question 26

_________ results in more individualized accountability to discipline and rewards. Allied to this is the term empowerment , which is commonly found in many police articles on __________. By definition, empowerment is a condition whereby employees have the authority to make decisions and to take action in their work areas without prior approval.

Answer 26

Participatory management

Question 27

Allied with the _________ model is the concept of quality teams or project teams created by management to address a certain problem. This forms the basis of total quality management ( TQM), which uses the participative approach among employees to improve products or service.

Answer 27

participative management

Question 28

These approaches have had their most significant impact in the areas of fiscal organization, day- to- day budgeting, and short- and long- range planning. Although often seen as competing with the human relations approach, as both systems have evolved in the 1980s

Answer 28

BEHAVIORAL MANAGEMENT, 1945 TO PRESENT, AND SYSTEMS MANAGEMENT, 1960 TO PRESENT

Question 29

A _________ has three major components: 1. A goal stated in an empirical manner so that any ordinary person would be able to see, hear, taste, smell, or feel something 2. A criterion of success that is normally less than 100 percent 3. A context in which to measure the goal developed in empirical terms

Answer 29

behavioral goal

Question 30

Proponents of the _________ approach developed a number of systems for accountability, forward planning, and fiscal organization:

1. Management by objectives ( MBO)
2. Program evaluation and review techniques ( PERT)
3. Programming, planning, and budgeting ( PPB)
4. Organizational development ( OD)
5. Zero- based budgeting ( ZBB)

Answer 30

systems– behavioral

Question 31

______, which involves the community in police decision making on general policy affecting the community and crime, continues to be a widely used approach in theory.

Answer 31

Community policing

Question 32

_______, which attempts to solve specific crime problems in the community.

Answer 32

problem- solving policing

Question 33

_________ approach, which attempts to improve a neighborhood in terms of trash pickup, clean streets, good lighting, and so on.

Answer 33

“broken windows”

Question 34

Various aspects of this approach are discussed throughout the chapters and reviewed in detail. However, the most significant elements can be outlined here:

1. Objective of policing is crime prevention
2. Strong commitment to community involvement
3. Modern bureaucracy, range of control techniques
4. Full- service department with multispecialist teams
5. Full use of modern communication models ( both technological/ computer and human relations techniques)
6. Modern budgeting and accounting systems in full use 7. Great emphasis on forward emergency and crisis management planning
7. Consultative management approach ( all elements of organization consulted; management team makes final decisions and organizes the implementation of policy decisions)
8. Data- driven department with optimal use of modern technology
9. Emphasis on art of the possible and operational utility of management approaches

Answer 34

Proactive Police Management

Question 35

started as a patrol officer in the Boston, Massachusetts, Police Department, and attained the rank of superintendent in 1980, the highest ranking position. He was awarded the Boston Police Department’s highest medal for valor, which he earned by facing down a bank robber and rescuing a hostage in 1975.

Answer 35

William Bratton

Question 36

He was instrumental in merging the Transit Police and New York City’s Housing Police with the New York City Police Department ( NYPD).

Answer 36

William Bratton

Question 37

Using reengineering, a corporation model, he created 12 task forces to shake up the department to deal with overall crime reduction, which should be the major product of any police department.

Answer 37

William Bratton

Question 38

He embraced community policing and problem solving as major efforts in dealing with the community in individual precincts. He sends a clear message for one of the major goals of community policing: “ Police can return to the role for which we were invented: preventing crime. . . . Police can control behavior with crime prevention”

Answer 38

William Bratton

Question 39

is based on four major principles: 1. Timely, accurate intelligence: He emphasized that old information did not work; only up- to- date information worked. 2. Rapid response: He gives an example of target hardening a site to stop terrorists from blowing it up, in other words, crime prevention. 3. Effective tactics: To stop drug dealers, for example, the focus should be on a place where there have been a great number of shootings. 4. Relentless follow- up:

Answer 39

Compstat

Question 40

began his career in 1960 as a patrol officer in San Jose, California. He was sheriff of Mulnomah County, Oregon; commissioner of public safety in Atlanta; chief of the Houston Police Department, 1982– 1990; New York City police commissioner, 1990– 1992; and director of national drug policy, 1993– 1995. He held a cabinet position in the federal government and became the first African American mayor of Houston in 1998.

Answer 40

Lee P. Brown

Question 41

While he was chief of the Houston Police Department, _______ initiated one of the early models of community policing, which he called neighborhood- oriented policing ( NOP). He wanted to involve citizens directly with the police. He wanted to change the police officer from an enforcer of neighbor-hood beats to an officer who would become involved with problem solving with the community. The beats were redesigned to conform to neighborhoods, and beat officers were permanently assigned to specific neighborhoods. Some investigation was decentralized. Police supervisors and managers were encouraged to support beat officers in solving neighborhood problems. The deterrence of crime became the criteria for evaluating the beat officer. This meant that there should be less crime, traffic accidents, and calls for service because the beat officers were solving problems.

Answer 41

Lee P. Brown

Question 42

is the first person to serve twice as police commissioner of New York City: 37th commissioner, 1992– 1994, and 41st commissioner, 2002 to present. Based on the experiences of the World Trade Center bombings, the department has focused on terrorism from a city and worldwide perspective.

Answer 42

Raymond W. Kelly

Question 43

Argot
Esoteric Knowledge
Cynicism
Internal Sanctions
Solidarity
The Ultimate Symbol of Solidarity: The Police Funeral
Social Isolation
Perception of Violence and Psychological Distance

Answer 43

CHARACTERISTICS OF THE POLICE SUBCULTURE

Question 44

1. Do not give up another cop. Regardless of the case . never provide information to the public or superior officers.
2. Watch out for your partner first and then for the rest of the shift . . . inform a fellow officer if he or she is being investigated by internal affairs.
3. If you get caught off base, do not implicate anybody else . . . do not involve other cops who might also be punished.
4. Hold up your end of the work. Malingering draws attention to everyone on the shift.
5. Do not suck up to the bosses for special favors.

Answer 44

Postulates of Invisibility

Question 45

The __________ involves the organization chart and lines of authority ( e. g., police chief, deputy chief, inspectors, captains, lieutenants, sergeants, and police officers).

Answer 45

formal structure

Question 46

In the early 1920s and 1930s, under the leadership of Elton Mayo, the Harvard Business School conducted a series of research projects…… Many observers refer to this as the beginning of the human relations approach to management. The key to this approach was the discovery of the informal organization and its communication system.

Answer 46

The Hawthorne Study

Question 47

The key to this approach was the discovery of the informal organization and its communication system.

Answer 47

The Hawthorne Study

Question 48

Deep and extensive
Face- to- face
Intimate Relaying a sense of belonging
A response to a whole person rather than to a fragmented social role

Answer 48

primary group, communication

Question 49

where there is a high degree of cohesion and the group is often perceived as an enlarged kinship ( e. g., when male officers speak of their partners as if they were talking about their spouses).

Answer 49

gemeinschaft group

Question 50

impersonal and formal, and relations are based on specialized roles.

Answer 50

Formal Communications

Question 51

• Personal development
• Sense of security
• Sense of well- being
• Sense of being accepted for one’s self
• Sense of sustaining one’s identity and defining that identity

Answer 51

Primary groups provide the following for individual members:

Question 52

• Support or undermine the formal police organization
• Form a powerful informal police structure
• Have a mediating function, binding the individual to the larger police organization
• Have a major role in creating social stability in the police organization and in society in general

Answer 52

role of primary groups in the police bureaucracy

Question 53

form around a community of shared experience and proximity.

Answer 53

primary groups

Question 54

Secrecy, solidarity, and social isolation are the

Answer 54

major police norms

Question 55

Quinn describes as, “ the singularly most powerful influence on police behavior in the world”

Answer 55

The Code of Silence

Question 56

( 1) how police officers corrupt other police officers, ( 2) the sources of temptation, and ( 3) whether the payoffs are regular ( e. g., the pad) or a one- time affair.

Answer 56

Police Corruption and Internal Norms

Question 57

• Police respect citizens’ personal rights and autonomy through morally respectable laws.
• Police officers help people without harming others.
• The middle way brings mutual respect between citizens and police.
• There is police trusteeship over police powers and care for the community.
• Honesty is a key value of police integrity.

Answer 57

Positive Police Ethics In his article on police ethics in Britain and the European Union, Peter Neyroud states the following principles

Question 58

theory of ideal types, introduced into social science by

Answer 58

Max Weber

Question 59

Wilson’s ( 1968 ) styles of policing described as watchman, legalistic, and service, are perhaps the most widely known among police administrators.

Answer 59

POLICE TYPOLOGIES

Question 60

more minorities, college- educated officers, and female officers, along with community policing, “ may have eroded

Answer 60

the monolithic police culture.”

Question 61

The most important variables predicting ______ are lower economic class and race demeanor, as well as whether the victim wishes to have an arrest made.

Answer 61

police behavior in the field

Question 62

She received degrees from the University of Maryland, graduated from the FBI National Academy, and has served in her department for more than 20 years. Recently, she received national recognition for her work on reducing gun violence and motor vehicle theft. She was also a founding member of the National Association of Women Law Enforcement Executives ( NAWLEE) .

Answer 62

Chief Mary Ann Viverette of the Gaithersburg, Maryland

Question 63

1. A number of years of hiding the officer’s sexual orientation
2. Coming out
3. Expecting the very worst
4. Relief that the very worst had not happened
5. Finally a return to normal

Answer 63

Greg Miraglia, a law enforcement training director at the Napa Valley College in California, published a book of personal stories including his own on being a gay police officer. The biographies presented included those of police chiefs, supervisors, and officers from across the country. All of the stories had the following theme:

Question 64

• Authority
• Talent
• Experience
• Ethics
• Training and education

Answer 64

proactive leadership, five essential areas of competence

Question 65

1. Rational grounds , which rest on a belief in the “ legality” of patterns of normative rules and the right of those elevated to authority under such rules to issue commands ( legal authority)
2. Traditional grounds , which rest on an established belief in the sanctity of immemorial traditions and the legitimacy of the status of those exercising authority under them ( traditional authority)
3. Charismatic grounds , which rest on devotion to the specific and exceptional sanctity, hero-ism, or exemplary character of an individual person ( charismatic authority)

Answer 65

Max Weber’s concept of charismatic authority

Question 66

with its reliance on personal relationships, creates inconsistent policies based on personal whims and often breaks down.

Answer 66

Charismatic authority

Question 67

_______, however, is basically a bureaucratic society based on rational legal authority .

Answer 67

Modern, organized society

Question 68

A ________ is one who also has a high degree of intelligence. He or she must be able to understand theoretical concepts as they relate to the job and be able to create abstract plans and operationalize these plans. This involves a high degree of abstract manipulation of data and the ability to comprehend and make the most use of the computer age.

Answer 68

talented police leader

Question 69

An _______ is one who has gained a wide range of leadership talents.

Answer 69

experienced police leader

Question 70

There is general agreement that ________ need training to both obtain and refine leadership skills especially in such areas as emerging technology, counter- terrorism, budgeting, and planning. This review was updated to include the skills needed to address both community policing and homeland security activities.

Answer 70

police executives

Question 71

• Police chief as leader
• Motivation of personnel
• Personnel administration
• Budgeting
• Strategic and short- term planning
• Marketing services to the community through traditional and electronic means
• Emergency command situations
• Legal issues involving operations and personnel administration
• Planning for and upgrading police technology

Answer 71

The specific management skills based on recent deliberations on executive training are as follows:

Question 72

The main idea behind _______ is that all members of an organization are leaders.

Answer 72

dispersed leadership

Question 73

• Shared understanding.
• Commitment to shared goals and values.
• Recognition of the different styles of leadership.
• Focus on the individual and the organization.

Answer 73

dispersed leadership is based on the following concepts

Question 74

What differentiates this program from others is the need for leadership to be taught at all phases of a person’s career. For this program, assessment instruments are used to gauge a person’s strengths and weaknesses. The training course is presented to a cross section of personnel of about 24– 28 persons with assessors assigned to 6 students.

Answer 74

Dispersed Leadership

This relates to the Leadership in Police Organizations developed by IACP

Question 75

three business relationship types have developed in many organizations: takers, givers, and matchers.

Answer 75

Leadership and Giving

Question 76

1. Be proactive.
2. Begin with the end in mind.
3. Put first things first.
4. Think win- win.
5. Seek first to understand and then to be understood. 6. Synergize.
6. Sharpen the saw.

Answer 76

Leadership development is based on the “ Maturity Continuum,” which consists of the following seven habits:

This relates to Stephen Covey’s Seven Habits book

Question 77

1. Be calm.
2. Communicate.
3. Take care of your people.
4. Get back to business as soon as possible.
5. Maintain critical communications.
6. Have an incident command plan.
7. Be prepared to retreat.
8. Deal with postevent stress and physical conditions.

Answer 77

Managing in Chaos

Question 78

1. Cyber crime complaints are increasing, but many smaller police departments still do not have the most basic application of computer technology.
2. Collaboration is often difficult between intradepartmental units because of power and turf wars. 3. There appears to be increased sharing of information between departments and districts by the development of localized mobile radio district and crime/ suspect networks.
3. The patrol car has become the digital office; the patrol officer can run data checks, match suspect information, complete reports in final form, and process a prisoner, all in the front seat of a patrol car.
4. Through Compstat and other forms of crime and police- service analysis, police managers are being held accountable for crime trends and service calls in their area.

Answer 78

Digital Nervous System

Question 79

includes “ being able to detect and have insight about people’s feeling, motives and concerns”

Answer 79

Social Analysis

Question 80

Self- Awareness Emotional awareness, accurate self- assessment, self- confidence Self- Regulation Self- control, trustworthiness, conscientiousness, adaptability, innovation Motivation Achievement, commitment, initiative, optimism Empathy

Answer 80

Emotional Intelligence (Goleman gave these valuable insights for an emotional competence framework and analytic categories)

Question 81

An important component in TQM is ________ , which is defined as “ the continuous process of measuring our products, services, and practices against our toughest competitor, or those recognized as world leaders and to identify areas that need improvement”

Answer 81

benchmarking

Question 82

_______is the fundamental rethinking and basic redesign of business processes to achieve dramatic improvement in critical contemporary measures of performance, such as cost, quality, service, and speed. In comparison to TQM, involves a radical review of the entire organizational structure, while TQM programs exist within the framework of existing organizational structure.

Answer 82

reengineering

Question 83

1. Why do we do what we do?
2. Can we disregard all existing structure and procedures and invent new ways of accomplishing work?
3. Do we need dramatic improvement? Should we blow up the old and replace it with some-thing new?
4. What is the range of activities that creates output that is of value to the customer?

Answer 83

Hammer and Champy present the following questions when a company or an organizational unit is considering reengineering:

Question 84

________ are not tied to the idea of centralized control.

Answer 84

Companies that have undertaken reengineering

Question 85

_______ means that the company will produce more with fewer departments and levels of control, which indeed results in reduced organizational structures.

Answer 85

reengineering

Question 86

successful administration appears to rest on three basic skills, which we will call technical, human, and conceptual.

Answer 86

Kat’z Three Skills

Question 87

“ involves specialized knowledge, analytical ability within that speciality, and facility in the use of the tools and techniques of the specific discipline.” This is the skill most easily trained for.

Answer 87

Technical Skill

Question 88

“ the executive’s ability to work effectively as a group member and to build cooperative effort within the team he leads.”…… means that the police executive is sensitive to other people’s feelings and is aware of his or her own feelings. This skill involves ( 1) tolerance of ambiguity and ( 2) empathy.

Answer 88

Human Skill

Question 89

is in terms of an organizing and integrating function, “ coordinating and integrating all the activities and interests of the organization toward a common objective” This is not meant to be simply an intellectual process, as Katz considers such skills to include “ an ability to translate knowledge into action.”

Answer 89

Katz’s approach to conceptual skill

Question 90

Police managers with _________ are able to see their relationship to the rest of the organization of the department and understand how their orders and policy will affect the various structural relationships within the department.

Answer 90

conceptual skills

Question 91

1. Security needs
2. Social needs
3. Importance, self- esteem needs
4. Autonomy needs
5. Self- actualization needs

Answer 91

Maslow’s Hieracrchy of Needs

Question 92

a. The feeling of security in the position

Answer 92

Security needs

Question 93

a. The opportunity to give help to other people

b. The opportunity to develop close friendships

Answer 93

Social needs

Question 94

a. The feeling of importance from being in the position
b. The importance of the position inside the agency ( i. e., the regard received from others in the police agency) c. The importance of the position outside the agency ( i. e., the regard and esteem received from others who are not members of the police agency)

Answer 94

Importance, self- esteem needs

Question 95

a. The authority connected with the position
b. The opportunity for independent thought and action
c. The opportunity for participation in the meeting of agency goals
d. The opportunity for participation in the determination of methods and procedures

Answer 95

Autonomy needs

Question 96

a. The opportunity for personal growth and development in the police management position
b. The feeling of self- fulfillment ( i. e., the feeling of being able to use one’s own unique capabilities, realizing one’s potentialities)
c. The feeling of worthwhile accomplishment

Answer 96

Self- actualization needs

Question 97

( 1) How much of the characteristic was connected with your police management position?
( 2) How much of the characteristic do you think should be connected with your police management position?
( 3) How important is this characteristic to you? It is obvious that if the manager is to operate successfully, this hierarchy of needs must be satisfied.

Answer 97

Maslow’s Hierarchy of Needs:

To obtain a full range of answers concerning the police executive’s feelings about his or her position in terms of fulfilling his or her needs, three rating questions are recommended:

Question 98

• Being able to attain work related goals
• Recognition by the organization for doing a job well
• Having a great desire to perform work related duties
• Having responsibility for getting tasks completed
• Being able to advance to higher levels in the organization
• Having a sense of professional growth related to the job.

Answer 98

Herzberg Hygiene Factors:
Herzberg found that the following “ events” reported by employees led to extreme satisfaction on the job and a willingness to increase performance:

Question 99

• speaks to the need for management to provide the means for people to achieve both personal goals, which in turn, would lead to the attainment of organizational goals.
• employees will, in fact, accept responsibility and often present creativity in addressing organizational issues.

Answer 99

Theory Y

Question 100

the humanistic approach for terms of personnel management skills, and the use of high technology for day- to- day business.

Answer 100

high touch

Question 101

1. There is a guarantee of lifetime career and employment in the agency.
2. One’s career develops with different jobs throughout the agency rather than being limited to one specialization.
3. Decisions are developed relying on a high- technology total information system.
4. Management is characterized by the use of modern information and accounting systems, formal planning, management by objectives, and formal means of control of the system by management.
5. Decision making is initially consensual and democratic, where employees take a great deal of time agreeing to changes and talking about it. When a decision is made by top management, everyone is expected to go along with it and carry out the new decision.

Answer 101

Theory Z (One approach to the use of both high touch and high technology)

Question 102

1. Protecting life and property 2. Preserving the peace 3. Preventing criminality 4. Apprehending criminals

Answer 102

The purposes that we have traditionally accepted to be the main thrust of managing a police agency are as follows…they have a major defect, they have become reactive.

Question 103

• Overtime costs may be funded from external sources that are charged for the costs of offi-cers’ services. For example, officers assigned to a block party may be compensated by the municipality, which then charges the coordinators of the event. • Some personnel positions are generated by grant funding ( called “ soft money” lines). These positions are intact only for the duration of the grant. This was often the case with community policing personnel hired by community policing grants in the late 1990s. The costs of these officers were then assumed by the local police departments at the end of the grants. • The number of personnel who are defined in an organizational chart is different from the number of personnel available for and on duty. Often staff are assigned to drug task forces, major training programs, and other areas. In some instances, an officer is out on long- term disability because of an on- the- job injury, and others may be suspended for misconduct. • As discussed in Chapter 12 on recruitment and selection, some of the budget should cover the cost and time for recruitment and selection, training, health and retirement benefits, and general officer turnover.

Answer 103

Analyzing the Costs of Policing

Question 104

police managers also need to go beyond the traditional purposes of policing to the following areas of responsibility: ( 1) performance, ( 2) preparedness, and ( 3) progressiveness.

Answer 104

REALITY- BASED PROACTIVE PURPOSES OF POLICE ORGANIZATIONS

Question 105

• measures need to be created in terms of the daily activity of both the line officer and the police manager. Criteria need to be developed to evaluate effectively and to reward positive, proactive police activity.
• Feedback mechanisms must be developed to monitor the performance of line officers and police managers and to evaluate their activities so as to reward appropriate delivery of police services to the community. The focus is on measures of individuals in official positions and measures of organizational effectiveness.

Answer 105

Performance

Question 106

• speaks to the needs of short- range as well as long- range planning and entails the relation of the police agency to other community and government organizations, such as social welfare and health agencies. Police organizations have normally planned only in terms of police
• rather than the whole human service group of agencies. Today, all personnel should be trained to handle future problems. It entails the need for better communication among all agencies. Time and resources need to be developed so that this type of thinking permeates the entire police organization.

Answer 106

Preparedness

Question 107

is a basic management- for- change concept in which leaders are flexible and tolerant of ambiguity and are willing to institute new ideas because they may work. Such leaders do not feel threatened by such changes. The opposite of this type is the hierarchically oriented administrator who seeks closure and places limitations on his staff ’ s ideas.

Answer 107

Progressiveness

Question 108

( 1) respond , ( 2) regulate , ( 3) restrain , ( 4) recover , ( 5) repress , and ( 6) reinforce

Answer 108

Management Principles (To accomplish these purposes, management guidelines are needed. The following six princi-ples allow for both the traditional reactive approach and the aggressive proactive approach)

Question 109

These are traditionally noncriminal police activities, and regulations are necessary to prevent crises in our communities. This area of policing provides an excellent opportunity to improve relations with community members, countering the police image as a repressive, restrictive force demanding compliance with rules, ordinances, and so on.

Answer 109

Regulate

Question 110

This represents one of the traditional purposes for police: the apprehension of criminals. It should also include restraint of mentally ill people and the prevention of one citizen from annoying or doing damage to another.

Answer 110

Restrain

Question 111

There are two important elements necessary for a crime to take place. First, the individual must have the desire to commit the crime; second, the opportunity must present itself for the satisfaction of this desire. Police have traditionally attempted to prevent crime by reducing the opportunity of the individual to commit the crime.

Answer 111

Repress

Question 112

Approach As discussed by Jones……is “ designed to induce people to behave in predictable, accountable ways”. In these structures, which in theory apply to both the military and police organizations, there is close supervision, much accountability, and information flows up and down the organization. Unity of action is accomplished by specialized work assigned and great coordination.

*uses bodies to fill boxes in an organization chart.

Answer 112

Mechanical Approach

Question 113

• view the organization is terms of work groups, delegation of authority to many levels of the organization, and much face- to- face contact. This definition emphasizes the people who make up an organization and through whom all work is done…………
• is used in most professional organizations, where a particular skill must be developed at a particular level with the exact knowledge needed to fill a position. This is often the norm for many technical groups whereby workers are connected via the Internet.

Answer 113

Organic or Humanist Approach

Question 114

• This activity specifies goals and objectives in cooperation with other public agencies.
• Cooperating with other public agencies is a requisite.

Answer 114

POSDCORB

Planning

Question 115

• deals with the creation of the formal structure of the police organization, the work of the enterprise.
• The goal is to coordinate all the organizational units to perform most efficiently to meet the purposes of the organization.
• The organization itself becomes the total responsibility of the manager and reflects the organizational ability of the top- management team.
• Modern business principles are combined with knowledge of public administration and modern police activities.
• The key to success is to create an organizational structure in which the right person does the right job at the highest efficiency with the correct level of personal and organizational morale.

Answer 115

Organizing

Question 116

• function of management covers such aspects of the organization as hiring, firing, and training, as well as assigning personnel to specific tasks and roles.
• There is also a concern with establishing satisfactory working conditions, including safe and appropriate physical facilities.
• Included also is the need to provide weapons to officers who need to carry out the job and to keep those weapons in functional order.
• includes developing job descriptions. Each job should be clearly defined and filled by a qualified employee. Qualified means that the employee has the necessary skills, background, and training to accomplish the tasks that the job description calls for.

Answer 116

Staffing

Question 117

Every attempt should be made to match each employee to a job where he or she is • Satisfied • Qualified • Gratified

Answer 117

Staffing

Question 118

• the police manager needs to ( 1) act as the overall leader of the organization and ( 2) direct the day- to- day activities of the enterprise.
• As leader of the police organization, the manager has to make decisions and issue orders. Using modern management principles, this is normally a team process in which the leader receives information and advice from the top- management team. The information that is obtained through this consultative process should lead to a firm decision.
• A police manager using this approach should seek advice from local community leaders as well as from top- management staff and experts in law enforcement. Then, once a decision has been made, the team is expected to carry out daily the specified directions and procedures.

Answer 118

Directing

Question 119

is designed to bring about agreement on specific courses of action to solve specific problems. Typical problems include legal ramifications of policy decisions and deciding who is going to be in charge in cases involving overlapping jurisdictions.

Answer 119

Coordinating

Question 120

entails keeping the flow of information going up, down, and across the organization.

Answer 120

Reporting

Question 121

• Reporting • Evaluation • Services • Planning • Ethics • Control • Teaching

Answer 121

RESPECT Approach to Supervision

Question 122

supervisor’s basic responsibility is to continuously inspect and evaluate the officers in terms of their appearance, use of equipment, habits, and performance. Habit refers to behavior, mannerisms, use of language, and professional attitude; performance refers to the knowledge of the job and the ability to do the job in terms of professional qualifications. Dress and demeanor are also part of this evaluation and inspection process. Even “ unmeasurables,” such as empathy and the ability to deal with people,

Answer 122

Evaluation

Question 123

one of the supervisor’s first responsibilities is to maintain the quality of the delivery of services to the citizens. This is done by making community relations activities part of the evaluation of each officer.

Answer 123

Services

Question 124

• refers to both long- and short- range planning and implementation.
• A major rule in management communication is that the closer you are to your data, the more accurate your knowledge of the data is.

Answer 124

Planning

Question 125

• is defined as standards of conduct and moral judgment applied to everyday operations.
• Morale is also determined by management that has sympathetic knowledge of the problems of line personnel.

Answer 125

Ethics

Question 126

• Effective management must control both personnel and material, providing guid-ance and instilling a sense of responsibility. With increasingly scarce resources available to public agencies, their efficient use will be a paramount measure of management success in the future.
• Knowledge and effective use of personnel are critical because 70– 90 percent of the average police budget is devoted to personnel. Personnel hours are money.

Answer 126

Control

Question 127

The supervisor is concerned with personnel reaching their highest potential.

Answer 127

Teaching

Question 128

( 1) line functions, ( 2) staff/ administrative functions, and ( 3) auxiliary/ service functions.

Answer 128

Operations

Question 129

( 1) patrol, ( 2) traffic, ( 3) investigation ( detectives), ( 4) vice, and ( 5) juvenile.

Answer 129

Line functions

Question 130

• Personnel
• Inspections/ Internal Affairs
• Training
• Intelligence
• Legal advisor
• Research and planning
• Public relations
• Budget
• Community relations
• Crime prevention

Answer 130

Staff/ Administrative Units

These are more “thinking and planning” units…looking at papers

Question 131

the management team normally does not need daily input from these units.

Answer 131

Auxiliary functions

Question 132

• Records
• License section
• Data processing
• Maintenance section
• Identification bureau
• Communications
• Jail
• Crime laboratory
• Transport sections
• Animal complaints
• Property clerk’s office

Answer 132

Auxiliary/ Service Units

These are more hands on type units…pressing buttons

Question 133

1. Payroll 2. Budget. 3. Purchasing. 4. Vehicle maintenance5. Annual report. 6. Inventory. 7. Personnel 8. Training records. 9. Scheduling of personnel. 10. Community relations.

Answer 133

following items comprise the management information sys-tem, which becomes the lifeblood of the department for accountability and deployment and is the living record in dealing with crime and public safety services

Question 134

Crime reports
 Fingerprints
 Evidence control
 Found property
 Modi operandi 
Warrant files
 Traffic tickets
 Court appearances
 Vacant house checks
 Burglar alarms
 Hazardous conditions
 Daily bulletins
 Mug- shot images
 Computer crime mapping

Answer 134

Productivity can be increased throughout the department by using data processing, at least in the following areas:

Question 135

• enhances calls for service from the public and the dispatching of police cars and personnel. *system verifies addresses, determines the beat of incidents, and gives a case number and priority number to each call. Some systems even report “ dangerous histories.” The computer automatically records all calls and can recommend to the dispatcher a choice of units to dispatch to the call. The time of dispatch is recorded as well as time on the scene and time the unit is free. *provides real- time monitoring of vehicle status and a continuously updated incident file; allows supervisors to monitor the incident status; and provides telephone, radio, and digital activity statistics. The system can also generate crime statistics reports, flag deviations and trends, automatically generate required data for resource allocation models, and provide online information for line supervisors, administrators, and officers.

Answer 135

Computer- Aided Dispatch ( CAD)

Question 136

1. Victim identification 2. Patrol planning 3. Hot spot identification 4. Notification to emergency fire and medical services 5. Improved officer safety through driver and vehicle identification 6. Crime mapping for service call responses 7. Access to multiple data resources, including stolen cars, outstanding warrants, and other calls to the same location 8. Verification of all data 9. Improved service through the use of information technology 10. Rapid field report writing

Answer 136

CAD, combined with information laptop technology and computer mapping, can supply a great deal of data and services to officers in their patrol cars. Its uses in technologically smart departments include the following:

Question 137

…..can be done through the development of rules to control and limit incident- driven dispatching.

Answer 137

Ensuring that a department is a proactive data analysis– driven department rather than a reactive incident- driven department

Question 138

…….whereby a number of law enforcement agencies cooperate in the creation of a common communication network……decreases operating costs, especially personnel and total equipment and installation costs. Jurisdictions are able to afford computer- assisted communication systems that would otherwise be out of reach of their budgets……. municipalities have also been able to afford technologies such as CAD. This approach can also overcome channel congestion problems, coordinate police actions during emergencies, and provide a regional base for attracting outside funding.

Answer 138

regional communication system ( RCS)

Question 139

1. Enhancing the development of state, county, and metropolitan computerized criminal jus-tice information systems, thereby making it more readily available to the officer on the street 2. Establishing uniformity of coding standards for the exchange of criminal justice information 3. Increasing the probability of criminal detection by providing law enforcement with timely and accurate information necessary to combat today’s highly mobile criminal 4. Improving the overall crime solution rate

Answer 139

NCIC has accomplished the following goals

Question 140

1. Establish national distribution system for data sets stored by states instead of keeping a central database 2. Establish the National Fingerprint File, which will allow electronic transmittal and identification of fingerprints 3. Establish the Alcohol, Tobacco, and Firearms Violent Felon File, which will create files of people who are suspected terrorists or of interest to law enforcement officials

Answer 140

NCIC 2000. The purposes of the enhancements are the following:

Question 141

is portable and has full- color video, two- way audio, and officer location and monitors and transmits vital signs. A smart card with storage capacity that turns itself off with tampering will provide secure identification in the size of a credit card. People can be identified with computerized signatures provided by fingerprints, DNA, and voiceprint.

Answer 141

The Remote Control Information System ( RCIS)

Question 142

• Demographic data from the Census Bureau • Property tax agencies for location, condition, and paid or unpaid property taxes • Traffic corridor maps, with number of cars using these corridors • Local police statistics and Uniform Crime Reports • Local crime and victimization surveys • Court and community corrections files supplying residence and work addresses of parolees, probationers, and court- processed criminals • Licensing units and public health data

Answer 142

Crime mapping superimposes computer- generated data on a city street grid or other map. Data sets are taken from various public agencies, such as

Question 143

1. Altering and destroying the contents of electronic files and computer systems 2. Destroying and disrupting hardware, operating platforms, and programs

Answer 143

Cyberattacks and cyberterror come in the following main forms

Question 144

1. Review of benchmarks and actual applications. 2. Vendor background checks. 3. Budget costs and value added to services. 4. Service costs and maintenance. 5. Choice of in- house or external vendor. 6. Creating in- house review and operations teams. 7. Related to item 6 is policy creation. 8. What is the long- term economic impact?

Answer 144

THE ROLE OF THE CHIEF IN TECHNOLOGY As we stated before, technology is viewed as a tool for helping in operational decision making, planning, and delivering services. Thus, before a new technology is adopted, technology decision making should consider the following:

Question 145

( 1) reduce administration, preventive patrol, and calls for assistance and ( 2) add to time spent on directed patrol and crime analysis related to directed patrol.

Answer 145

RETHINKING THE TRADITIONAL MODEL

Question 146

• Detecting crime • Apprehending criminal offenders • Recovering stolen property • Maintaining a sense of public security and confidence in the police for the community • Satisfying public demands for noncriminal services

Answer 146

These are the objectives of preventive patrol

Question 147

can be defined as the allocation of patrol services in a planned and rational manner.

Answer 147

directed patrol

Question 148

police personnel watch and follow individuals who are suspected of committing offenses with frequency ( e. g., burglary, robbery, drugs, and organized crime).

Answer 148

Suspect surveillance

Question 149

officers— either physically or by use of electronic equipment— are assigned to a likely target area. Crimes in progress are frequently interrupted.

Answer 149

2. Stakeouts

Question 150

is used either against specific criminals or in a wide area with a variety of targets. Some jurisdictions even go so far as to station video cameras on certain high- crime street corners.

Answer 150

General area surveillance

Question 151

received considerable attention by criminal justice educators, planners, and practitioners. It was seen as a possible solution to the major problems faced by many American police departments: ( 1) poor police– community relations, ( 2) duplication of effort, ( 3) the rise of crime, and ( 4) the increasing costs of police budgets.

Answer 151

Team Policing

Question 152

involves decentralizing the existing police organizational structure and reorganizing services into specific subunits. These subunits are usually based on geographic, ethnic, and other socioeconomic boundaries found in particular communities.

Answer 152

Team Policing

Question 153

1. The police services rendered by the team become more personal to the community, and in return the relations between the police and the community are improved. 2. It provides a flexible structure for its members in that innovation is made possible and professionalism is increased through the development of shared knowledge and peer review. 3. Patrol and investigatory functions are merged into one task, thus eliminating the social barriers of communication and status conflict between uniformed and plainclothes personnel. 4. A reduction is attained in the chain of command in that decision making is done by super-visors and operating personnel. 5. Each member of the team is given a chance to utilize discretion and enhance personal skills. As a result, greater work satisfaction is expected.

Answer 153

Positive Aspects of Team Policing The positive aspects of team policing are as follows:

Question 154

is often confused with tactical patrol techniques.

Answer 154

Team policing

Question 155

deals with selective law enforcement for a specific problem in the area. Examples of this type of enforcement are robberies, murders, muggings, and purse snatchings occurring in a routine manner, in a specific geographic area.

Answer 155

Tactical patrol

Question 156

• Deployment of community policing, including giving more authority to remote unit supervisors; human service/ communication training for officers, supervisors, and police managers • Proactive planning and intelligence to anticipate planned and unplanned events, including critical incidents and intelligence and hot spot management; centralized rapid- response teams with maximum equipment and human relations experts organized for instant deployment • Greater interactions with private police, auxiliary police, and community volunteers • Major police executives who are highly educated and professionally trained and move from one major police department to another— whether public or private— throughout the country

Answer 156

The proactive community police response is a series of strategies that includes cost-effective concentration of administration, human resources, laboratory services, corruption and police brutality intervention, and training services for police departments. It includes the following:

Question 157

1. Active competition exists between police organizations for calls, resources, and, at times, personnel. 2. De facto spheres of influence are arranged by formal and informal agreements between agencies. For example, while the state police have statewide jurisdiction, many will normally not answer calls in a village that has a police department; the village police, in the same light, will not go outside municipal limits except in pursuit of an offender. 3. Informal relationships, usually based on how well certain officers or agency heads get along, determine the distribution of intelligence information, assistance to other departments during emergencies, and the success or failure of interagency projects.

Answer 157

there exist these organizational realities in American policing today:

Question 158

as when two or more departments are disbanded and merged into an area or county metropolitan police department. Departments that have undergone this process include those in Nassau and Suffolk Counties in New York; Riley County, Kentucky; Jacksonville, Florida; Charlotte- Mecklenburg, North Carolina; Las Vegas, Nevada; and Toronto, Ontario.

Answer 158

police consolidation,

Question 159

1. Statutory provisions related to contract agreements 2. Formulas to be used in charging for such services as patrol, traffic, criminal investigations, and so on 3. Planning and resolving various issues that come with normal policing ( e. g., interruption of services, liability, physical plant needs, personnel requirements) 4. Determining performance criteria for continuance of the contract ( e. g., lower crime rate, citizen satisfaction with services)

Answer 159

Many communities in the United States contract for police services from another municipality. The basic considerations in determining contractual services are the following:

Question 160

• City to city. Police service is provided by one city to another. • County to city or county to region. Perhaps the most common contractual arrangement in the United States occurs when a county sheriff or police department provides police services to municipalities in the county on a shared- expense or contributory- expense arrangement. • Resident officer program. Small towns that do not have a police department may contract for one or more full- time police officers from the state police or county sheriff ’ s department. Expenses paid for these officers by the township are usually one- half the total cost of each person. In some cases, the officers receive a bonus if they reside in the contractual area.

Answer 160

According to the National Sheriff ’ s Association, there are the following types of contractual arrangements:

Question 161

Functional
Cross Deputization/ Mutual Enforcement Zone/ Overlapping Jurisdictions
Public Safety
Local Merger
Regional
Government

Answer 161

In 2003, the International Association of Chiefs of Police ( IACP) undertook a review of consolidation case studies and focused on consolidation efforts in the cities of Sparta and Tomah, Wisconsin, and the City of Belvedere and the County of Boone, Illinois. From this review, the following consolidation models were presented:

Question 162

units such as dispatching or crime scene analysis being combined for two or more agencies.

Answer 162

Functional

Question 163

— sworn officers are pooled so that personnel from one department can make arrests and provide backup in another adjacent jurisdiction. This often occurs with campus police departments that have a large student population living off- campus.

Answer 163

Cross Deputization/ Mutual Enforcement Zone/ Overlapping Jurisdictions

Question 164

— fire, police, and emergency medical services are combined under one agency. This public safety model was a rage in the early 1970s when some newly created jurisdictions were set up in the west and southwest of the United States.

Answer 164

Public Safety

Question 165

— two or more agencies combine their police operations.

Answer 165

Local Merger

Question 166

— a number of agencies are combined into a new police regional entity based on geography.

Answer 166

Regional

Question 167

— two or more agencies combine into one large agency for a major metropolitan area. This is what occurred in Toronto, Ontario, and Las Vegas, Nevada.

Answer 167

Metropolitan

Question 168

— the entire governments of two or more municipalities are combined into one new political unit.

Answer 168

Government

Question 169

1. Who will oversee the new department? 2. How will the chief and other command personnel be chosen? 3. What will be the initial and long- term operating costs? 4. How will officers from the “ old” departments be merged and deployed in the new agency configurations? Will there be new or continued special units? 5. How will citizen involvement and review be achieved? 6. How will the new department be evaluated in terms of providing services and reducing crime?

Answer 169

One of the main findings of the IACP study is the need to gauge community opinion and to air the strengths and weaknesses of consolidation. A “ focus group approach” was created whereby community members can meet and address the following questions:

Question 170

are the costs for pensions and medical care.

Answer 170

What may drive the move for consolidation or shared services in many communities (At this time, these costs account for about 30 percent or more in addition to the regular salary.)

Question 171

1. Street and map response time grid 2. Modus operandi grid related to demographic characteristics and time of crime commitment 3. Time, place, and nature of crimes shown by number and color for easy identification, with listings of burglaries, robberies, traffic deaths, juvenile crimes, and other grids available at the punch of a button 4. Demographic vehicles: density, distribution, and vital statistics of population 5. Trend- analysis grids for traffic control, civilian disasters, and energy blackouts available for planners if a disaster or traffic stoppage occurred 6. All this available on encrypted, handheld palm computers

Answer 171

Computerized crime analysis also permits this map to be keyed to show a great variety of characteristics to facilitate planning. Some of these are the following:

Question 172

1. Associate’s or bachelor’s degree being demanded of all recruits. 2. Men and women being assigned to all facets of the police mission and promoted to specialty units and command and supervisory positions— all on an equal basis. 3. The police recruit selection process placing less emphasis on pencil- and- paper tests and more emphasis on testing by role- play, interview, aptitude, and other assessment- center methods.

Answer 172

Personnel Standards Given the current trends in positive personnel selection, it is possible that we may see the following personnel standards in the future:

Question 173

• Is 45– 52 years of age • Has worked through the ranks of a department • Has had little experience in either public or private administration prior to appointment or selection as chief and has training consisting of some police academy seminars and learning by the ropes, with formal education limited to high school, augmented by courses taken at the local community college, or an associate’s degree • Was selected as chief by written civil service examination, political appointment, or election

Answer 173

it can be said that the “ typical police chief ” of today has the following characteristics:

Question 174

• A master’s degree in police administration or a related field • Three years of experience in police planning, patrol, or investigations • Successful completion of the state- certified training academy for police patrol officers and supervisors, with some states issuing licenses that have to be renewed on a timely basis

Answer 174

Requirements for future hiring (of police managers) might be the following:

Question 175

is that police management is always in charge of technology. Technology should never be allowed to drive police management policy.

Answer 175

The first principle of the proactive management model

Question 176

This means that all justifiable policies and procedures will be computer based.

Answer 176

Police management in the twenty- first century will be both data driven and based on the rapid communication of information.

Question 177

is a data- driven department, with its human side being provided by community policing. This department ( 1) lowers crime through good management and the proactive use of technology and ( 2) has the community set the agenda for the police department.

Answer 177

A proactive department

Question 178

The major proactive police management and technology tools to bring about this successful approach involve ______

Answer 178

crime mapping.

Question 179

is the use of the best available research on the outcomes of police work to implement guidelines and evaluate agencies, units and officers . . . . uses research to guide practice and evaluate practitioners.”

Answer 179

Evidence- based policing

Question 180

Part of strategic planning includes ________, which is a comprehensive review of assets that could be damaged, stolen, or lost and countermeasures to prevent major occurrences ( Curtis and McBride, 2005 ).

Answer 180

risk management

Question 181

• Unlawful search of property • Discrimination • Retaliatory discharge • Freedom of speech • Union or political activity • Discipline or termination action • Personal appearance or dress code • Unfair labor practice • Compensation for on- the- job injury

Answer 181

Reasons for filing Tort actions

Question 182

1. Use of force 2. Auto pursuit 3. Arrest/ search
2. Employee drug test 5. Hiring and promotion
3. Discrimination based on race, sex, or age
4. Record keeping and privacy 8. Jail management

Answer 182

Top 8 litigation issues

According to Robert J. Meadows ( 1999 : 156), based on a survey of police chiefs of 20 cities with over 100,000 in population

Question 183

A major example of an operational plan, although many police chief executives do not recognize it as such.

Answer 183

The duty manual

Question 184

Another major example of an operational plan and one that dominates a department . The overwhelming majority of resources in a police agency are devoted to patrol. Table 14- 2 shows the general trends that have occurred through a comparison of traditional and recent plans. Items in the traditional categories really require no planning; the chief simply divides the patrol force into three shifts and maps out patrol zones based on the geography of the municipality and some personal rule of thumb. Plans reviewed by Levine and McEwen ( 1985 : 9) involve obtaining activity data. Patrol personnel and vehicles are allocated according to calls for service, which include both service and crime incident responses.

Answer 184

2. Patrol planning.

Question 185

1. The total calls for service for each tour of duty are obtained for one year ( 12 months). 2. The 12- month total is multiplied by the average time required to respond to a call for service and to complete the preliminary investigation. This provides the number of hours per year spent in handling calls for service. Previous studies show that the average time required to investigate adequately at the preliminary level by members of a patrol force is 45 minutes ( 0.75 hour). Note that we are focusing on patrol response and not follow- up investigations by detectives as a major crime will take hundreds of hours before it is “ cleared.” 3. The hours per year in calls for service are multiplied by 3. This is a “ buffer” factor to account for the time spent on preventive patrol, inspectional services, vehicle servicing, and personal needs. This gives total patrol hours. 4. The total hours are divided by 2,920, the number of hours necessary to staff one post on one eight- hour shift for one year ( 8 hours × 365 = 2,920). The quotient equals the mini-mum number of patrol posts needed for the particular tour of duty.

Answer 185

PATROL STAFFING MODEL There are a number of patrol planning models that are used in the United States. One developed by the International Association of Chiefs of Police involves measuring calls for service to determine the number of patrol posts and staff needed to fill these posts. This is done according to the following steps ( McDougall, 1992 ):

Question 186

1. Tactical plans.

2. Emergency plans.

Answer 186

There are two major types of contingency plans:

Question 187

are formulated based on what is expected to take place. A recurrent event is one that is expected to happen again; however, the time and place of the event may not be known.
made for mundane events ( parades, political rallies) as well as for natural disasters ( blizzards, floods).

Answer 187

Tactical plans

Question 188

has been considered by some police managers as a type of tactical plan for unusual occurrences and crisis situations.

Answer 188

Emergency planning

Question 189

are the response by local, state, and federal authorities to natural disasters, riots, civilian disorders, terrorism, and large events that disrupt the normal flow of commerce and life in a community or region.

Answer 189

Emergency mobilizations

Question 190

1. Crisis intervention.
2. Community emergency.
3. Regional emergency
4. Major emergency.

Answer 190

To develop a reasonable plan for emergency and crisis management, departments, in concert with other agencies, should focus on overall planning efforts to four specific crisis or emergency levels:

Question 191

Step 1: Establish a Planning Team Form the team Establish authority from the chief executive Issue a mission statement Establish a schedule and budget

Step 2: Analyze Capabilities and Hazards Where do you stand right now? Review internal plans and policies Meet with all “ stakeholders” and agencies: fire, EMS, Haz- mat Identify codes and regulations Identify critical services and operations Identify resources and capabilities Conduct a hazard analysis List potential emergencies ( both natural and human made) Estimate probability Assess the potential human impact Assess the potential property and business impact Assess the potential business impact Assess internal and external resources Address terrorist situations

Step 3: Develop the Plan List the plan components Executive summary Emergency management team identification Emergency response assignments and call- up Functional annexes for operational responses Map out the development process Identify challenges, and prioritize activities Write the plan Establish a training schedule Continue to coordinate with outside organizations Review, conduct training, and test the plan

Step 4: Implement the Plan Integrate the plan into agency operations, and conduct training Distribute the plan Conduct training activities Evaluate and modify the plan

Answer 191

An emergency affects a state or an entire region, such as storms, nuclear accidents, and civil disturbances. A planning model developed by the Federal Emergency Management Agency ( FEMA) calls for the following planning strategy for dealing with these emergencies ( FEMA, 2003 ):

Question 192

Preparedness—
Resource Management—
Command and Management—
Management and Maintenance—

Answer 192

The core of NIMS centers on the following functions

Question 193

1. Command. The command function for an incident may consist of one person who is the incident commander and operates from a command post. Unified command occurs when there are different agencies responding to an event. The goal here is to overcome duplication of effort, share information, and develop a common set of goals to deal with an incident. Each agency head will be located in the command post. In major events that cross state boundaries, there may be an area commander who oversees separate commands by state or region. Included in the command function are the public information officer ( PIO), a safety officer, and a liaison officer to deal with secondary agencies. In most cases, the PIO con-ducts news briefings and also reports to the command post any questions and information regarding the incident. The safety officer basically sits on the sidelines and evaluates how the event is going and whether a course of action will endanger personnel. For example, in a hazardous condition, various chemicals may be present, and the safety officer ensures that operations personnel have the correct equipment.
2. Operations. This area coordinates first responders to deal with a situation and save lives and property. The operations section follows a deployment model because in a wide- area emergency, various branches may have to be established because of geographic conditions ( see Figure 14- 2 ).
3. Planning. This section presents information and intelligence gained from any sources. Planning functions for NIMS include obtaining information on the situation, possible resources, and technical support and preparing documentation for later evaluation. Planning may also include air operations, vehicle traffic, evacuation of civilians, waste management, decontamination, and investigative and evidence recovery.
4. Logistics. This section is responsible for locating and transporting personnel, communications, and medical and safety equipment.
5. Finance and administration. This section is often overlooked but is terribly important. This group keeps cost estimates and records related to any fiscal expenditure. It also keeps documentation for eventual billing purposes for federal or state aid or private recovery efforts. For example, FEMA will compensate agencies for personnel and equipment costs in a major disaster; however, the agency requires a detailed expenditures report as part of the application.
6. Information and intelligence. This function has been added to the model since March 2004. As discussed in Chapter 8 , intelligence is the process of obtaining various bits of information and making some sense of them. Depending on the nature of the incident, information and intelligence may be assigned to planning or directly to command.

Answer 193

An important factor for NIMS is the ICS, which consists of the following components:

Question 194

1. Develop a formal agreement to collaborate— preferably a written document that commits each group to the partnership. 2. Describe the specific activities in the agreements that each party in the network will undertake. 3. Sooner or later involve every important agency and facility that provides emergency services to the target population. 4. Make sure that the arrangements benefit every participant.

Answer 194

. It makes sense for police to use the human service agency net-work when it is available. However, networking cannot be done at random. Police managers need to do the following ( Finn and Sullivan, 1987 : 6):

Question 195

to disrupt a community and implant fear in order to advance a political, social, or religious agenda. radical ethnic, religious, or political ideologues. Examples are anarchists, Marxists, racist hate groups, anti- Semitic groups, ethnic and tribal groups, extreme nationalists, ecoterrorists, political extremists, and religious fanatics.

Answer 195

The object of terrorism

Question 196

1. Preventing terrorist acts through planning, investigation, and the gathering and sharing of local, regional, and national intelligence
2. Handling terrorist acts through cooperation with and coordination of local, regional, and national agencies with a planned agenda of activity
3. Dealing with the aftermath of a terrorist act, including the coordination of posttrauma human service, physical reconstruction, and the uplift of the community in an integrated effort
4. Learning from previous terrorist acts and working with community groups to prevent another— the essence of the proactive approach

Answer 196

Proactive police departments need to deal with terrorism in four specific stages

Question 197

1. Domestic groups. The American terrorist groups are small in number but occasionally extremely violent in behavior. The 400- lb bomb that destroyed the Murrah Federal Building in Oklahoma City in 1995 was set off by members of the Michigan Militia. Domestic militia and hate groups have to be monitored by state and local police agencies.
2. Overseas political/ religious groups. At the moment, the overseas terrorist groups that affect the United States are mainly anti- American Muslim fundamentalists with international support. The 1993 and September 11, 2001, bombings of the World Trade Center in New York City are the most dramatic examples of their actions. Domestic concerns are heavily focused on Islamic splinter groups and “ lone wolves,” or individuals acting on their own accord after being inspired by others or events.

Answer 197

For American law enforcement, terrorist groups fall into two main categories

Question 198

1. National authorities must share terrorism intelligence with state and local police agencies whenever there is a local credible threat.
2. Local police must be given the authority to deal with foreign- based terrorist threats within their jurisdiction.
3. An office of intelligence must be created in every major police agency.
4. Proactive police defensive and offensive coordination and plans for terrorist attacks have to be in place, and private and public agencies should be at the same or better level as civil defense in time of war.

Answer 198

. Proactive Policies for Combating Terrorism

Question 199

1. The malfunction of air traffic control equipment
2. The circulation of poisonous gas through the heating and air- conditioning systems of a large office complex
3. Interruption in 911 telephone communications
4. Electrical blackouts
5. The destruction of power dams, causing major flooding and endangering thousands
6. The disruption of financial markets

Answer 199

Critical Infrastructure Assessment and Protection

The worst- case scenarios being considered are the following

Question 200

a special adviser to a state governor on counterterrorism immediately following 9/ 11, recommended a “ prevention, detection, response, and recovery” approach when considering a terrorist attack. He is especially concerned with a cyberattack and has set up a cybersecurity task force, which includes experts from federal and state governments, universities, and private corporations and businesses. It is establishing a list of private vendors to call on in case of a cyberattack. Planners are concerned with “ catastrophic loss of life, disruption of essential services, and incapacitation/ destruction of critical infrastructure.”

Answer 200

James K. Kallstrom ( 2002)

Question 201

: 1. What are the major elements of the infrastructure in the local community? 2. What private and public protection is needed for this infrastructure under various levels of threat? 3. What are the most essential and important targets to the community, and how do we prioritize them? 4. What private and public assets are available to protect this infrastructure, and how do we mobilize these assets?

Answer 201

Risk assessment, the identifying of crucial assets, and priority planning focus scarce resources on the essentials. The questions to be answered in this police emergency planning process are the following:

Question 202

is also a strong technological innovation because of its “ on- time” data retrieval of crime statistics, its geographic mapping of neighborhood crime data, its use in operational planning, and the results-oriented evaluation of police supervisors. Vincent Henry, who was the major developer and operational planner for

Answer 202

Compstat

Question 203

1. Write tickets
2. Hold down overtime
3. Stay out of trouble
4. Respond quickly to radio calls
5. Report police corruption
6. Treat supervisors with deference
7. Reduce crime, disorder, and fear

Answer 203

Goals Officers Considered Most Important to Management

Question 204

1. Reduce crime, disorder, and fear
2. Make gun arrests
3. Provide police services to those who request them
4. Gain public confidence in police integrity
5. Arrest drug dealers
6. Correct quality- of- life conditions
7. Stay out of trouble

Answer 204

Goals Officers Considered Most Important to Themselves

Question 205

1. Get guns off the streets. In New York, this included training and resources to investigate and identify gun traffickers.
2. Curb youth violence in the schools and on the streets. Included school safety plans, increased number of youth officers, and having patrol officers return truants to school. Planning data showed a significant relationship between truancy and delinquency.
3. Drive drug dealers out of the city. Increased patrol officer involvement in narcotic investigations, with the focus of the department on more midlevel and high- level drug deals and increased forfeiture of drug dealers’ assets.
4. Break the cycle of domestic violence. Used databases to track violence and to intervene proactively, providing a proarrest policy along with cooperation with social services.
5. Reclaim public spaces. A “ broken windows” quality- of- life approach, using loitering, public nuisance, and noise ordinances. Sound meters were distributed.
6. Reduce autorelated crime. Included sting operations of “ chop shops” that dismantled autos, identification of license plates of stolen cars, and increased training and intelligence gathering.
7. Root out corruption and build integrity. Included the use of local commanders and took internal affairs out of dealing with petty complaints so that its focus would be on major corruption.
8. Reclaim the roads of the city. Established a traffic control unit to plan and analyze reasons for congestion and incidents and increased the response time of personnel.
9. Heighten courtesy, professionalism, and respect. Increased training and set performance goals and measures to evaluate how well the principles were practiced.
10. Bring fugitives to justice.

Answer 205

Ten crime- control and quality- of- life strategies were developed over the years. The following revisions apply those strategies to a more general audience ( Henry, 2002 : 227– 29)

Question 206

• Accurate and timely intelligence that is clearly communicated to all
• Rapid, concentrated, and synchronized deployment
• Effective tactics and strategies
• Relentless follow- up and assessment

Answer 206

Jack Maple ( 1999 : 246– 47) demonstrated how Compstat works operationally once major planning has taken place. Operations at every level must be guided by the four steps of Compstat:

Question 207

It creates SOPs for the department, including job descriptions and authority relationships. Specifics, such as procedures concerning the use of deadly force, may be a combination of law and operational procedures created in a standard order by the police agency. However, the list of operational procedures includes virtually every operation of the police agency ( patrol procedure, evidence flow, civil emergencies, lineup procedures, and so on).

Answer 207

the duty manual

Question 208

Although often codified in it, operational procedures are changed according to condition. Thus, the it is supplemented by both temporary operating procedures ( TOPs) and SOPs. If these two supplementary procedures are in place, they may become part of the it. However, one problem with this type of procedure is in keeping the SOPs and TOPs to a minimum so that the it is a useful document. Another problem is to have the it be comprehensive enough to cover operations but not so bulky that it loses its utility.

Answer 208

the duty manual

Question 209

1. The supervisor demands sexual consideration in exchange for job benefit.
2. An employee makes unwelcome sexual advances toward another employee in the form of pressure for dates, stalking, love letters, and calls.
3. Activities or behavior by one or more employees creates a hostile work environment for the complainant regardless of the loss of economic or tangible job benefits. These activities might include pranks, jokes, and comments of a sexual nature.

Answer 209

Sexual harassment consists of the following

Question 210

1. Random testing for all personnel on a routine basis
2. Mandatory testing for all pre-employment applicants 3. Testing for preservice and in- service officers based on reasonable suspicion that the person is using illegal substances. ( Reasonable suspicion may be based on ( 1) internal investigation in response to a complaint; ( 2) observation of behavior at work, such as slurred speech, unsteady gait; or ( 3) long- term work patterns regarding sick time and attendance.)
3. Testing of officers being considered for sensitive assignments, such as narcotics enforcement, helicopter operations, explosives, and special weapons and tactics 5. Voluntary testing by officers to show that they are above reproach

Answer 210

Departments that have drug screening may use one or a combination of the following programs:

Question 211

• Drug testing if reasonable grounds existed to suspect an officer using drugs ( 87.7 percent) • Drug screening of police applicants ( 76.4 percent) • Regular drug testing of officers during probationary period ( 66 percent) • Random drug testing of officers in “ sensitive” positions ( 64.7 percent)

Answer 211

In 1988, the Police Executive Research Forum surveyed police chiefs around the country. The following are the policies the chiefs favored:

Question 212

The most common screening procedure used at this time. In this procedure, a urine sample is analyzed for the presence of a single substance or a class of drugs or metabolites by separating the various enzymes. The procedure is inexpensive and, thus, widely used. This type suggests only the presence of a substance; it does not show quantity and level of impairment.

Answer 212

is urine testing by way of the enzyme multiplied immunoassay technique ( EMIT)

Question 213

( 1) providing publications and education about drug awareness, ( 2) requiring notification to the employer by the employee if he or she is arrested for criminal violations occurring in the workplace, ( 3) requiring convicted employees to participate in a drug abuse assistance or rehabilitation program, and ( 4) notifying employees of possible sanctions that might be taken against them by the company.

Answer 213

In 1988, the Federal Drug Free Workplace Act was signed into law. It requires employers with federal con-tracts in excess of $ 25,000 to certify that they will provide a drug- free workplace through the following

Question 214

1. The officer contract model
2. The union brokerage model .
3. The department contract model .

Answer 214

Contract Police Issues

Albert Reiss Jr. ( 1988 : 9) produced three models of secondary employment that are still useful today.

Question 215

“( 1) contracts with employers for paid details; ( 2) assigns officers to details; and ( 3) pays the officers from reimbursements by employers.”

Answer 215

Under the department contract model, the police department performs three major functions ( Reiss, 1988 : 11):

Question 216

( 1) potential conflict of interest, ( 2) threat to the dignity of police as an occupation, and ( 3) “ an unacceptable risk of temporary or disabling injury that would limit their [ the police officer’s] return to regular duty” ( Reiss, 1988 : 11).

Answer 216

The three major issues that restrict employment of the public police are:

Question 217

• Brief court appearances earning, by contract, three or four hours in overtime • Standbys earning a minimum of three hours of overtime • Overtime of 15– 30 minutes given for roll calls • Having all meetings outside the department charged for overtime

Answer 217

Some examples of excessive labor contract provisions

Question 218

• Number of overtime minutes • What the overtime was used for • Officers and units performing the overtime work • A daily computerized usage record in a retrievable form

Answer 218

The high cost of overtime needs to be controlled through proactive police management, including recording, analyzing, managing, and supervision. The most vital issue is to have basic records of the following

Question 219

1. A program is required that notifies management any time a unit or officer is building up overtime so the reason can be looked into immediately.
2. An agreement should be reached with the courts to limit personnel needed in court, to eliminate the need for supervisory police personnel, and to create a court schedule that conforms to straight time as much as possible.
3. Written guidelines are needed for instructing supervisors when to approve shift extensions.
4. Good records on overtime are mandatory.
5. Emergency planning must be done with straight- time personnel.
6. Special events, including traffic control, need to be planned well ahead of time, using special police officers on straight time, and should involve other agencies.
7. Adjustable and flexible work schedules are a first line of defense.
8. All overtime should be through payroll financial compensation, never in compensatory time.
9. Departments should have adequate staffing to cover line and auxiliary functions and should not depend on overtime for basic coverage.

Answer 219

Proactive Policies for Controlling Overtime

Question 220

What percent of the departments surveyed in the nationwide sample were able to provide the number of overtime hours worked.

Answer 220

38 percent

Question 221

• The tools to explain the use of overtime to legislatures
• The ability to eliminate costly labor contract provisions
• The ability to create an efficient system to monitor and control overtime.

Answer 221

Proactive control of overtime through data analysis and an instantly available computer-based information system will give proactive police management

Question 222

( 1) someone up there in management land is listening and that ( 2) he or she has a real and responsible input into the orders that affect his or her everyday professional life. People need to feel in control of their lives. Capricious orders with no explanation destroy this feeling of control.

Answer 222

Officers and managers, especially middle managers, need communication skills so that the line officer will feel

Question 223

• Shift work • Quasimilitary structure • Need to repress emotions and keep a psychological distance • Lack of promotions and very few lateral transfers • Media image of the supercop to live up to • Police cynicism • Frustration and lack of input into the police bureaucracy • Fear and danger ( killing a citizen or having a fellow officer killed, especially your partner) • Social isolation • Retirement • Excessive paperwork • Frustration with the judicial system • Impact of a profession stressing danger and imposing stress on the spouse and children.

Answer 223

Some stress- related factors in police work

( Niederhoffer, 1967 ; Stratton, 1984 ):

Question 224

“( 1) the particular stresses they face, ( 2) the extent to which the legal system backs them and rewards them with convictions for the good arrests, ( 3) their zone of stability, and ( 4) their support system.”

Answer 224

In Stress Management for Law Enforcement Officers , Anderson et al. ( 1995 : 283) show four major factors that affect officers’ negative attitudes toward their work

Question 225

: 1. Assessment. Through assessment, police executives learn which stressors are affecting their supervisors. 2. Planning. The police executives remove the stressors in a cost- effective manner. Standfest says that fundamental approaches, such as repairing station houses and vehicles, could reduce a great deal of stress at low cost. 3. Action. Police executives fully carry out any plan and let the supervisors know what is going on. 4. Follow- through. Police executives evaluate the action, making sure that the orders were fully carried out, and assess the outcomes.

Answer 225

Training and stress management is just as important for supervisors and managers as for any line officer. Standfest has a four- stage approach

Question 226

1. Clear and current policies and procedures concerning work tasks reduce police role ambiguity.
2. A consistent expectation by supervisors concerning their subordinates, along with a clear two- way feedback system, is essential.
3. Officers and supervisors need to have a high tolerance for ambiguity.
4. Active participation by all authority levels in decision making provides a system of mutual responsibility that continually relieves stress.

Answer 226

Anderson and colleagues ( 1995 : 130) show the nature of police role stressors and role over-load. These recommendations can be summarized as follows:

Question 227

“( 1) teaching the officers ‘ verbal judo’; that is, how to use words to control citizens’ behavior; ( 2) showing the officers the laws that apply and when to use them; and ( 3) explaining the nature and characteristics of the particular public they serve” ( Anderson et al., 1995 : 285). This is exactly what proactive participatory management and proactive community policing do when they are working effectively.

Answer 227

Supervisors can reduce stress by

Question 228

• Implementing a consistent and biocompatible work schedule with controls for overtime • Teaching employees and their families about how to manage shift work • Not letting employees drive home while fatigued by providing free rides and a place to nap • Setting up a permanent employee/ management task force to manage fatigue

Answer 228

the alertness assurance program is a proactive approach that can help protect departments from lawsuits resulting from mistakes made by tired officers. Following are some elements of the program:

Question 229

• Minimize shift changes. • Maximize work hour regularity. • Never use weekly shift changes. • Always rotate forward. • Don’t let tired cops hit the streets.
• Minimize mandatory overtime, and develop an overtime policy. • Provide a bright, stimulating nighttime environment with opportunities to eat healthful food.

Answer 229

Vila offers other recommendations for fatigue management ( 2000 : 146):

Question 230

1. Spotting a suspect or finding people in crisis heightens alertness. 2. Dawn brings natural alertness and new energy. Midnight to dawn is a down time for the human body. 3. Not having enough sleep over more than a day drains your “ sleep bank.” 4. Coffee and doughnuts provide immediate stimulation but cause a crash within an hour. 5. Cold air from a car window brings alertness, whereas hot, humid air brings drowsiness. 6. When the hum of the car tires start to lull you to sleep, stopping and walking around will help. This is the kind of knowledge supervisors must bring home to police officers.

Answer 230

Behind some of these recommendations are useful training concepts, such as “ alertness switches,” which can affect an officer’s performance during nighttime hours:

Question 231

• Killing a person who was trying to choke an officer • Responding to a car accident in which the officer’s daughter died • Search- and- recovery operations after a drowning • Being gunned down by an armed suspect An officer who takes another human life goes through a number of physical and mental reactions that will never entirely go away ( Myles, 1986 ).

Answer 231

In one seminar attended by one of the authors, a panel of veteran police officers recounted the following post-trauma experiences to a class of police recruits

Question 232

1. Get out of the office.
2. Rotate assignments.
3. Implement line/ staff intervention.

Answer 232

Recommendations for counteracting this state of affairs

LINE/ STAFF CONFLICT AND COOPERATION

Question 233

A common complaint is that staff personnel always stay in their office or the station house, thereby having little idea about what is going on outside. It is healthy for staff personnel, sworn and civilian, to ride along on patrol or be temporarily assigned to a line function, so as to keep in touch with the concerns of the line personnel.

Answer 233

1. Get out of the office.

Question 234

Sworn personnel should occasionally be assigned to staff functions. Sworn police officers should be doing police work in the field. On the other hand, assigning line personnel to staff units from time to time can enlarge the former’s perspective on the overall nature of police administration so that they can better utilize staff work when they go back out on the streets. It also allows police administrators to review those individuals who have useful technical expertise or who are aspiring to become police administrators. Basically, this can be an excellent training ground for future executives.

Answer 234

2. Rotate assignments

Question 235

In addition to ride- along or staff assignments, further interaction should be encouraged through meetings and seminars. For example, staff research on the right type of vehicle to be used for patrol should include patrol officers since they will eventually be affected by the decision.

Answer 235

3. Implement line/ staff intervention.

Question 236

1. Civilians should never be armed, even if they have a gun permit. 2. In case of a violent incident, civilians should not leave the patrol car and should leave any confrontation to the professionally trained police officer. 3. The department should define whether civilians should be allowed to use video. 4. Civilians should be aware that this is a working police officer who has a duty to perform and that they should not, in any way, interfere with the carrying out of that duty.

Answer 236

RIDE- ALONGS
Civilians need to be instructed in terms of what to do and what not to do. At a minimum, the following should be considered when preparing agency policy:

Question 237

1. An application or resume with a cover letter stating the duration of the program and the name of the school supervisor
2. A recent writing sample
3. A statement of learning goals that correspond to the student’s career plans and the department’s operations 4. The criteria from the educational institution for final evaluation
4. A memorandum of understanding between the school and the department regarding the goals of the program and the responsibilities of both the agency and the college
5. Evidence of insurance by the institution for liability in the event of a civil lawsuit for an action taken by the student intern
6. A health insurance policy for the student in case there is an internship- related injury

Answer 237

Departments with a well- established intern program use the following guidelines for intern selection and participation.

Question 238

1. Operation Identification.

2. Neighborhood Watch.

Answer 238

two examples of crime prevention programs

Question 239

In this program, the police department allows citizens to borrow an engraver and etch an identification number on certain valuable items. The item of property and its identification number are then recorded in a police log. This process is useful if the engraved item is stolen and later recovered.

Answer 239

1. Operation Identification.

Question 240

devised by the National Sheriffs’ Association, incorporates the ancient notion of frankpledge. Each person on a street block is responsible for watching out for suspicious individuals and incidents, especially those related to burglaries. The role of the community relations units for this program is to foster the need for collective security in the neighborhood and to instruct citizens under what circumstances to call for the police. Residents are issued decals that are posted in windows and doors indicating that the residence participates in the program, thereby attempting to foster some sort of deterrence.

Answer 240

2. Neighborhood Watch.

Question 241

• Community emergency- response teams ( CERT) • Neighborhood Watch • Volunteer in Police Service ( VIPS) • Terrorism Information and Prevention System ( TIPS) • Medical Reserve Corps These popular programs involve citizen volunteers in auxiliary police activities.

Answer 241

CITIZEN VOLUNTEER PROGRAMS

Question 242

: 1. Preparing releases on police- related news. Such news includes a daily police log, the status of investigations, crime trends, and other information deemed necessary for public knowledge.

2. Coordinating the scheduling of press conferences and updating web and social media pages.
3. Preparing or coordinating special audiovisual materials or pamphlets, such as PowerPoint presentations, handouts, or videotape presentations that portray department operations.
4. Coordinating the creation of Internet homepages or electronic newsletters.

Answer 242

the role of the (CRO) Community Relations Officer

Question 243

1. Field counseling or verbal reprimand 2. Written reprimand/ formal counseling 3. Loss of vacation days or fine 4. Suspension with or without pay 5. Reduction in rank or change of assignment 6. Dismissal 7. Criminal prosecution

Answer 243

More serious departmental offenses that would still not be considered criminal offenses might include discourtesy to a citizen during the performance of a duty, an accident with a patrol vehicle, or drinking on duty. In these cases, there are a range of sanctions that can normally be employed:

Question 244

1. A ban against the use of polygraphs or alcohol- detection devices.
2. Defined hours when an interrogation may occur between a suspected officer and investigators.
3. Advance notice advising an officer that he or she is subject to an investigation. Such notice may include the name and address of the complainant and the alleged act.
4. Complex procedures that make it virtually impossible to dismiss or discipline an officer.
5. The right of an officer to pick certain members of the review panel that will hear his or her case.

Answer 244

Union rules may include the following for the investigation of police officers:

Question 245

1. Documentation.2. Sanctions. 3. Administration.

Answer 245

The three elements of progressive discipline are as follows:

Question 246

It is the duty of the supervisor to document infractions and bring them to the attention of the officer. In case of tardiness, some kind of official action must take place the first time the officer is late.

Answer 246

1. Documentation.

Question 247

to be imposed, again ranging from verbal reprimand to a more serious punishment, must be related to the seriousness of the offense. For example, termination from the job is not a proper sanction for an officer who is late for duty for the first time. Termination, however, may be appropriate if the officer has been documented late on 30 occasions over a two- month period.

Answer 247

2. Sanctions.

Question 248

The sanctions must be equally administered to all portions of the department. It is not correct practice if discipline is meted out to one shift or sector but not to another. There must be consistency— which is difficult because of the range of situations and personalities involved in supervision.

Answer 248

3. Administration.

Question 249

1. Notice of the nature of the investigation and the name of the complainant, if known
2. Time and place of interrogation or hearing
3. Right to legal counsel at interrogation or hearing
4. The recording of interrogations and hearings
5. Written notification of determination and disposition of the complaint, with reasons presented for the disposition

Answer 249

Based on our review of collective bargaining agreements, the rights of a police officer suspected of wrongdoing involve the following:

Question 250

three recommendations that can be provided police management in terms of dealing with equity and protecting department morale

Answer 250

,• Consistency • Consistency • Consistency This means that written procedures must be followed and that punishment must fit the offense.

Question 251

• To gain the attention of the citizen • To establish social distance • To label and degrade citizens • To dominate and control citizens

Answer 251

White et al. ( 1994) give four situational reasons why police officers use obscenity in interactions with citizens:

Question 252

1. Complaints— officers with five or more complaints with a finding of sustained or inconclusive during the past two years
2. Control of persons ( use of force)— officers involved as principals in five or more use- of-force incidents during the past two years
3. Reprimands— employees with five or more reprimands during the past five years 4. Discharge of firearms— officers who discharged their firearms on three or more occasions during the past five years

Answer 252

The Miami Police Department uses the following criteria to identify problem officers ( Walker et al., 2001 ):

Question 253

1. Reassignment
2. Retraining
3. Transfer
4. Referral to an employee- assistance program
5. Fitness- for- duty evaluation
6. Dismissal pursuant to civil rules and regulations

Answer 253

programs to work with problem officers. Miami has six different ways to handle these officers ( Walker et al., 2001 ):

Question 254

• Felony and misdemeanor crimes committed by officers on and off duty • Payoffs for not performing a duty • Nonfeasance ( failure to perform an official duty) or performing a duty incorrectly • Gratuities • Sexual abuse and sexual favors • Free services and goods • Abuse of deadly and physical force • “ Noble- cause reasons,” which deal with bypassing department procedures, lying under oath, or violating a suspect’s constitutional rights to enforce the law

Answer 254

Based on works by Barker and Carter ( 1994b), Crank and Caldero ( 2000), and Lersch ( 2002), police misconduct activities can be said to include

Question 255

1. How many civil lawsuits are we facing? How much have we paid in legal fees and judgments?
2. How many civilian complaints did we receive? What was the breakdown of these com-plaints: discourteous behavior, poor driving habits, use of force, drug use, spousal abuse, and so on? How were these complaints resolved? Were they found to be justified? If so, what disciplinary action was taken?
3. How many disciplinary actions were initiated by the department based on supervisory referrals? What were the categories? How were they resolved? How many officers were punished?
4. How many use- of- force actions were taken by department members? Were they justified, based on internal or external ( e. g., grand jury) review?
5. Do the civilian or departmental disciplinary actions seem to be directed toward a certain group of officers? 6. What is the relationship between performance evaluations and disciplinary actions for officers and supervisors?
6. Based on after- action reports, polls, and media articles, how does the public perceive us?
7. To what extent is ethics training conducted at all department levels?
8. How are department policies and regulations updated to reflect legal changes or new case law?
9. What new training programs may be needed to address specific legal issues?

Answer 255

When conducting a misconduct assessment, the first step is the internal review. The following questions should be asked during an annual review:

Question 256

1. Prohibited conduct is defined in the department rules manual, and the department manual is a “ living” document that is kept updated and is constantly used for reference.
2. Citizens can make a complaint in person, by letter, by phone, or anonymously. Complaint procedures are well publicized.
3. The steps for complaint investigation, follow- up, and resolution are known not only to department members but also to the community at large. This includes officer protections provided in state civil service rules or the collective bargaining agreement.

Answer 256

Misconduct assessment is based on three major premises

Question 257

1. Procedures that are undertaken to discipline based on violations of law, agency policy, rules, or regulations
2. The acceptance and filing of complaints ( this addresses the forms that are used and what office or supervisor receives the complaint)
3. Investigation procedures by either the supervisor or another administrator
4. Interview procedures of employees and witnesses
5. Rules for drug or blood tests of employees
6. The right of employees to have union representation or counsel
7. The filing of charges if necessary
8. The resolution of the charges

Answer 257

a standard operations policy that deals with the steps to address complaints. As prepared by the International Association of Chiefs of Police ( 2000), a policy of this nature addresses

Question 258

1. Written notice of the claimed violation
2. Disclosure of evidence
3. Opportunity to be heard in person and to present witnesses and documentary evidence
4. Right to confront and cross- examine witnesses
5. Neutral and detached hearing body
6. Written statement by the fact finders as to the evidence relied on and the reasons for the actions taken

Answer 258

Due process rights for police officers during a police hearing were established in Morrisey v . Brewer in 1972 by the U. S. Supreme Court ( More, 1998 ).

Question 259

1. Identification of officers who consistently use excessive force or other police deviance with active intervention through a combination of counseling, sanctions, and removal from the police force, if necessary, should be done.
2. Analysis and random monitoring of tape- recorded patrol car messages, with special emphasis on officers who are part of a targeted excessive- force group or who use a consistent pattern of obscenities and racist remarks.
3. Special investigation and intervention by a team of departmental investigators, lawyers, and counselors should be carried out.
4. Written procedures for all investigations of police misconduct, including rules for witnesses and other rules of evidence, to be published and made available to all police officers and the public.
5. Specific departmental rules outlining the limits of force used by police officers, to be published and made available to both police officers and the public.
6. Ongoing analysis of excessive use of force as part of the schedule of analysis and written reports by departmental research staff or, if the department lacks expertise and staff time, outside consultants.
7. Swift prosecution of any illegal acts by police officers and any false accusations by citizens.
8. Ongoing training for dealing with stress and anger control.
9. Procedures for informing citizens and officers of the outcome of any complaint, in writing, with documentation, and in a timely manner.
10. Transparent internal affairs proceedings that include the public and the press in the process.
11. Appeal for unsatisfied complaints by both the officers and citizens to an authority outside the department.

Answer 259

Intervention Policies

Question 260

1. Strict and enforced departmental rules in place concerning the use of police violence
2. A stress- management and anger- control system that actively engages officers on an ongoing basis
3. A fair and public due process system for both the police and the public
4. A civilian rather than a military police management subculture
5. A professional follow- up team that deals with the use of all police violence— reasonable, excessive, justifiable, and unjustifiable.

Answer 260

Writing about the “ split- second syndrome” of police violence, James J. Fyfe ( 1997 : 539) states, “ The urgent, involuntary and public relationship between police and client creates a high potential for violence. To avert it, police must apply considerable diagnostic skills.” A proactive police department will have the following skills

Question 261

• Does not threaten his or her sense of identity as a police officer • Does not lower the professional status or authority of a police officer • Rewards police officers in terms of postings and promotions for implementing community policing • Will remain a permanent part of departmental police procedures

Answer 261

The only way a police chief can implement community policing is to have middle management convince the patrol officer that community policing . . .

Question 262

1. The agenda for police activities must be set by citizens, not by the police administrators.
2. Middle management must be trained and directly involved in the implementation of community policing, from inception to final performance.
3. There must be a split force.
4. Community policing must be a permanent policy of the department, not dependent on grant money, which comes and goes.
5. Community problem- solving groups are created to identify problems and explore solutions with police managers.
6. The prevention of crime must be the major police goal.
7. Officers must strive to improve the quality of life in a community.

Answer 262

How can a police manager decide if community policing is really taking place? The following seven criteria have to be in place:

Question 263

. Each officer is a principal who independently contracts with an employer for a particular job.

Answer 263

1. The officer contract model

Question 264

An officer’s union or association brokers the employment for its members so that they need not search for their own job and negotiate pay.

Answer 264

2. The union brokerage model .

Question 265

The department is the principal agent for officers and contracts their secondary employment.

Answer 265

3. The department contract model .

Question 266

. 1. There is a need for police training in human relations skills.

2. Community policing efforts must focus on problems that the community has identified.
3. The impact of community policing is positive on both the police and the citizens.
4. Police get the benefit of civilian support in neighborhoods and businesses and support for the police budget.
5. The citizens get to know the police as human beings and as professionals.
6. The citizens see police in a positive light because the police are helping to solve the problems in their neighborhoods.

Answer 266

Community policing increases a positive community attitude to the police department and officer morale. What this article adds is a rigorous evaluation over eight years of serious violent and property crime reduction produced by the community policing model. The study above shows some parallels with previous case studies reviewed by the author for St. Petersburg, Florida, Seattle, Washington, and Chicago, Illinois

Question 267

positive attitudes of the community toward policing and positive attitudes of police officers toward their jobs, and mixed results concerning crime reduction over the years ( Connel et al., 2008 : 127– 50).

Answer 267

The three major outcomes of community policing are

Question 268

• Gave geographic responsibility to patrol
• Have a citizen police academy
• Conduct beat/ neighborhood meeting open to the public
• Opened neighborhood substations
• Adopted problem- solving techniques
• Developed information systems to support problem solving
• Conduct citizen surveys on a regular basis
• Decision making occurs in lower ranks
• Developed evaluation for evaluating success of community policing
• Decentralized detectives
• Changed communication center on how citizen calls are handled
• Eliminated one or more ranks

Answer 268

In 2000, the federal government published a nationwide survey of community policing activities that impacted patrol, crime prevention, and problem solving ( Miller and Hess, 2005 : 472)

Question 269

1. Identification of problem areas.
2. Collection of information.
3. Processing and exploitation.
4. Analysis and production.
5. Dissemination.

Answer 269

As described by Carter ( 2004 : 161– 70), the model intelligence process used by the FBI includes the following

Question 270

1. Sensitive but unclassified. This information has been declassified by removing the sources or methods by which the information was obtained. The information is not available to the public.
2. For official use only ( FOUO). The FOUO designation is used by the Department of Home-land Security to identify unclassified information that has an impact on community safety or a person’s privacy.

Answer 270

For general law enforcement use, information can be released according to the following two categories:

Question 271

This information has been declassified by removing the sources or methods by which the information was obtained. The information is not available to the public.

Answer 271

1. Sensitive but unclassified.

Question 272

The FOUO designation is used by the Department of Home-land Security to identify unclassified information that has an impact on community safety or a person’s privacy.

Answer 272

2. For official use only ( FOUO).

Question 273

• Saturation patrols in high- crime neighborhoods • Creation of operational Safe Haven for children • Saturation patrols coupled with an anti- gun violence educational program to deal with fire-arms on school grounds • Hiring additional off- duty police officers to run youth programs • Increasing treatment services for neighborhood drug addicts • Community beautification programs, including the removal of graffiti and vacant buildings in rundown areas • Classes for first- time homeowners in obtaining a mortgage

Answer 273

Each Weed and Seed program is limited to receiving federal funds for five years ( Vandecovering, 2006 ). Federal funds are then used for additional equipment and resources for a wide number of operations, which can include

Question 274

1. Specific names are needed for specific locations.
2. A criterion must be created for the definition of a “ chronic location.”
3. The calls have to be categorized.
4. An action plan must be formulated and implemented. 5. An evaluation must be implemented.

Answer 274

With a good data- analysis management system tied into the 911 system, a proactive plan for policing hot spots can be created. There are a number of issues:

Question 275

1. The most restrictive written pursuit policy should be in place as a general order.
2. Police pursuit training needs to be universal and continual for all patrol officers.
3. Police pursuit training needs to include the discussion of the criteria used by a police officer to pursue a fleeing vehicle and how to operationalize these criteria.
4. Low- risk, low- speed pursuits are preferable to high- risk, high- speed pursuits.
5. Alternative vehicle- stopping devices are preferable to police pursuit.
6. Vehicle- stopping policies, such as stopsticks and newer technology being tested to automatically shut off engines of fleeing perpetrator vehicles, should eventually be substituted for the present high- risk pursuit policies.

Answer 275

Police pursuit policies have been crafted to reflect the following recommendations because of the high risk for traffic accidents and possible injury and death to suspects and bystanders:

Question 276

The key players for any change are ____, which can be a difficult process in view of our discussion on police subculture.

Answer 276

line and middle- management personnel in the department

Question 277

This means that the manager is able to handle problems for which insufficient information precludes making a totally informed decision. The effective manager must also have a keen sense of appreciation and understanding of widely different viewpoints and cultures and be able to approach problems and people with no preconceptions.

Answer 277

Tolerance of ambiguity

Question 278

What superimposes computer- generated data on a city street grid or other map?

Answer 278

Crime mapping

Question 279

An emergency situation is localized to one person or a small group of people.

Answer 279

1. Crisis intervention.

Question 280

An emergency involves disruption of services caused by fire, large crowds, criminal event, or weather.

Answer 280

2. Community emergency.

Question 281

. An emergency is larger in scope and caused by human or environ-mental factors.

Answer 281

3. Regional emergency

Question 282

Functions of the NIMS

_____ this means that government and interested private sector organizations must assess and prepare to deal with major emergencies.

_____— includes identifying, storing, and tracking the personnel, equipment, and related supplies for eventual deployment in a major emergency.

______— the three parts are found in the Incident Command System ( ICS), Multiagency Coordination System, and Public Information.

_____— the creation of standards, credentialing, and training are undertaken by the National Integration Center and the Incident Management Systems Integration Division under the FEMA.

Answer 282

Preparedness—

Resource Management\

Command and Management

Management and Maintenance

Question 283

is that all members of an organization are leaders. Whether a person is a dispatcher, patrol officer, field supervisor, or chief, operational policing requires all its members to make decisions, take actions, and be held accountable for what occurs.

Answer 283

dispersed leadership

Question 284

Of note, the Bureau of Justice Statistics ( US BJS, Community Policing, 2012 ) reported that ____% of police agencies in the United States deployed full- time community policing officers in 2003.

Answer 284

58 percent

Question 285

Focuses on the citizens’ problems and concerns

Answer 285

Community Policing

Question 286

Indications are that the economic recovery plans of the current administration include approximately $ _____for state and local law enforcement, which includes pro-grams in community- related crime reduction efforts ( U. S. Department of Justice, 2009 ).

Answer 286

4 billion

Question 287

Managerial Concerns The first concern pertains to the intelligence gathering function and who and what groups are to be targeted. The guidelines for this are found in ______, which contains the standards for intelligence gathering for both individual and multiagency units.

Answer 287

28 Code of Federal Regulations ( CFR) Part 23

Question 288

Clark and O’ Hara cited how many and what type of police officers committed suicide in 2012.
How many and what type of person?

Answer 288

126 committed suicide
average age was 42
amount of time as a police officer was 16 years
91% were male
63% were single

Question 289

The three major areas in _____, are intentional conduct, negligence, and strict liability conduct.

Answer 289

torts, or civil wrongs