Community Policing Ch 5

  1. What basic changes are required in making the transition to Community Policing?
    Community policing will require a change in management style, mission statement, departmental organization, and the general approach to fighting crime.
  2. What is Participatory Leadership?
    Each individual has a voice in decisions, but top management still has the ultimate decision-making authority.
  3. What should a Department's Vision include?
    it should include the essential elements of the community policing philosophy: problem solving, empowerment, forming community partnerships, and being proactive making preventive crime as important as enforcing the law.
  4. Who should be included in a needs Assessment?
    a needs assessment should include not only the department but also the community of which it is a part.
  5. How have Law enforcement agencies traditionally been organized?
    • The Traditional Law enforcement organization design has been that of a pyramid-shaped hierarchy based on a military model. however the pyramid might be inverted to implement community policing.
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  6. Which may be more important...
    1)Targeting a "Critical Mass" of individuals
    2)Mobilizing the Community at large?
    It may be more important and effective for COP agencies to target a critical mass of individuals (the smallest number of citizens and organizations needed to support and sustain the community policing initiative) than to try to mobilize the entire community
  7. What does a "strategic plan" include?
    The Strategic plan should include community partnerships and problem solving as well as any needed cultural and organizational changes in the department. it should include a realistic time line and a way to assess progress. it must also be tied to the department's budget.
  8. What is the most important consideration in selecting strategies to implement community policing?
    ensure that the strategies fit a community's unique needs and resources.
  9. Should Training be the spearhead of change?
    No... do not make training the spearhead of change.
  10. What are the most important areas to cover in training?
    • among the most important areas to include in training are:¬†
    • communication skills, problem-solving skills, and leadership skills.
  11. what should transition managers anticipate and prepare for?
    Managers should anticipate and prepare for resistance to the community policing philosophy and the changes that accompany the transition.
  12. What implements to community policing may to need to be overcame?
    • 1) Organizational Impediments - resistance from middle management, line officers, and unions; confusions about what COP is; problems in line-level accountability; officers' concerns that COP is "soft" on crime; lack of COP training
    • 2)Union Impediments - resistance to change, fear of losing control to the community, resistance to increased officer responsibility and accountability, and fear that COP will lead to civilian review boards
    • 3)Community Impediments - community resistance, community's concern that COP is "soft" on crime, civil service rules, pressure to demonstrate that COP reduces crime, and lack of support from local Government
    • 4)Transition impediments¬†- balancing increased foot patrol activities with maintaining emergency response time.
  13. What common pitfalls are there in making the transition to a community policing philosophy?
    • Common pitfalls in making the transition to community policing include:
    • 1) unrealistic expectations and focusing on the short-term instead of long-term results;
    • 2)adopting a task force approach
    • 3)resisting the move toward community empowerment
    • 4)taking advantage of the position
    • and
    • 5)misrepresenting an inadequate program as legitimate in order to receive funding.
  14. When conducting evaluations, how should failures be viewed?
    • Failures should be as important as successes
    • (sometimes more important) because a department learns from what does not work
  15. Vocab: Change Management
    the development of an overall strategy to examine the present state of an organization, envision the future state of the organization, and devise a means of moving from one to the other.
  16. Vocab: Participatory leadership
    A management style in which each individual has a voice in decisions, but top management still has the ultimate decision-making authority,
  17. Vocab: Vision
    intelligent foresight; starts with a mental image that gradually evolves from abstract musings to a concrete series of missions statements, goals, and objectives.
  18. Vocab: Flat organization
    Unlike a typical pyramid organization chart, the top is pushed down and the sides are expanded at the base. in a police department, this means fewer lieutenants, and captains, fewer staff departments, and fewer staff assistants but more sergeants and more patrol officers.
  19. Vocab: Empowered
    Granting authority and decision making to lower-level officers.
  20. Vocab: Decentralization
    An operating principle that encourages flattening of the organization and places decision-making authority and autonomy at the level where information is plentiful, usually at the level of the patrol officer.
  21. Vocab: Critical mass
    the smallest number of citizens and organizations needed to support and sustain the community policing initiative.
  22. Vocab: strategic Planning
    Long-term, large-scale, futuristic planning.
Card Set
Community Policing Ch 5
Community Policing partnership for problem solving 7th edition