Community Based Strategic Policing in Canada , 3rd Edition by Brian Whitelaw – Test Bank

 

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Sample Test

Chapter 3 What is Community Policing?

 

TRUE/FALSE

 

1.   Within the traditional model of police work, effectiveness is determined by the arrest rate and call response rate.

 

ANS:  F                    PTS:   1                    REF:   47

 

2.   The term “community policing” has been used (and misused) to such an extent that there is a considerable amount of confusion on the part of both the public and the police as to what it actually means.

 

ANS:  T                    PTS:   1                    REF:   54

 

3.   Over the next decade, urban police services may be required to create at least two separate divisions: one directed toward community policing and the other focused on sophisticated criminal activity.

 

ANS:  T                    PTS:   1                    REF:   54

 

4.   “Crime prevention through social development” (CPSD) refers to the community police program that places police officers in elementary and high schools for the purpose of building relationships with youth and thereby preventing crime.

 

ANS:  F                    PTS:   1                    REF:   58

 

5.   As community based policing continues to evolve, the key challenge and priority is to ensure that the community continues to fund existing police programs while increasing the level of staff needed to provide effective policing

 

ANS:  F                    PTS:   1                    REF:   65

 

MULTIPLE CHOICE

 

1.   The three Rs stand for:

a.	random patrol, rapid response, and reactive investigation.
b.	random patrol, reconnaissance, and recovery.
c.	rapid response, rescue, and relief.
d.	random patrol, reactive call delivery, and response investigation.

 

 

ANS:  A                    PTS:   1

 

2.   The clearance rate is:

a.	a measure of police effectiveness in a community policing model.
b.	a measure of police effectiveness no longer used by police services.
c.	the percentage of cases where an offence has been committed and a suspect identified.
d.	the percentage of cases where an offence has been committed and a suspect convicted.

 

 

ANS:  C                    PTS:   1

 

3.   Studies of police services indicate that:

a.	most police services have implemented community policing.
b.	although provincial police forces have adopted community policing, municipal police services still rely on traditional police practice.
c.	the majority of police officers in Canada still carry out their duties within a traditional model of patrol practice.
d.	None of the above.

 

 

ANS:  C                    PTS:   1

 

4.   Research studies on traditional patrol practice reveal that:

a.	increasing random patrols does not have an impact on the levels of crime.
b.	the response time of the police is not related to levels of crime.
c.	the number of arrests made by the police is not related to levels of crime.
d.	All of the above.

 

 

ANS:  D                    PTS:   1

 

5.   Which of the following is not a characteristic of the traditional model of police work?

a.	patrol officers work the same shift rotation.
b.	an emphasis on centralized command and control.
c.	partnerships with the community.
d.	a highly centralized, hierarchical organizational structure.

 

 

ANS:  C                    PTS:   1

 

6.   Community policing is perhaps best described as:

a.	a series of crime prevention programs.
b.	an approach to policing based on prevention, problem solving, and partnership.
c.	the 1990s term for traditional police practice.
d.	an approach to policing largely abandoned by Canadian police services.

 

 

ANS:  B                    PTS:   1

 

7.   The three Ps in community policing are:

a.	protection, privacy, and perfection.
b.	prevention, problem solving, and partnership.
c.	police, pistols, and pretence.
d.	politics, perseverance, and protection.

 

 

ANS:  B                    PTS:   1

 

8.   Community policing is NOT:

a.	a replacement for traditional police services.
b.	solely the responsibility of the police.
c.	an appropriate policing strategy for all types of criminal activity.
d.	All of the above.

 

 

ANS:  D                    PTS:   1

 

9.   Research studies that have assessed the impact of community policing have found that:

a.	people tend to like community policing.
b.	officers involved in community policing tend to have higher levels of job satisfaction.
c.	it is uncertain whether community policing reduces the fear of crime among residents.
d.	All of the above.

 

 

ANS:  D                    PTS:   1

 

10.                The provincial legislation that establishes the framework for police services in Ontario is the:

a.	Police Services Act.
b.	Criminal Code.
c.	Criminal Apprehension Act.
d.	Police Enforcement Act.

 

 

ANS:  A                    PTS:   1

 

11.                The move toward community policing in Ontario began in:

a.	the 1960s.
b.	the 1970s.
c.	the 1980s.
d.	the 1990s.

 

 

ANS:  B                    PTS:   1

 

12.                A task force report examining policing in Ontario in the 1970s found that:

a.	the increasing use of technology was facilitating the implementation of community policing.
b.	there was need for more up-to-date technology for police services.
c.	technology was widening the gap between the police and the public.
d.	most police services made very little use of technology.

 

 

ANS:  C                    PTS:   1

 

13.                The impetus for the move toward community policing in Ontario was provided by:

a.	increasing concerns about the effectiveness of traditional police practice.
b.	increasing demands by community residents that the police change.
c.	the restructuring of Ontario policing into regional police services.
d.	a and c.

 

 

ANS:  D                    PTS:   1

 

14.                Ontario’s Police Services Act contains sections relating to:

a.	a declaration of principles for police services.
b.	the role of municipal police service boards.
c.	the Ontario Civilian Commission on Police Services.
d.	All of the above.

 

 

ANS:  D                    PTS:   1

 

15.                The Adequacy and Effectiveness of Police Services Regulation:

a.	sets out the requirements for recruitment and training of police officers.
b.	contains key provisions relating to community policing.
c.	requires all police services boards in Ontario to create a business plan for their police services.
d.	b and c.

 

 

ANS:  D                    PTS:   1

 

16.                The Solicitor General of Canada was replaced by what body in 2003?

a.	Department of Justice.
b.	Director of Homeland Security.
c.	Ministry of Public Safety Canada
d.	The Prime Minister’s Office.

 

 

ANS:  C                    PTS:   1

 

17.                What accounts for the evolving model of community-based strategic policing?

a.	government policy of fiscal conservatism.
b.	a broadened police mandate including national security.
c.	globalized crime.
d.	All of the above.

 

 

ANS:  D                    PTS:   1

 

18.                What are the organizational characteristics of the traditional police organization?

a.	flexible working conditions.
b.	private sector managerialism.
c.	decentralized operations.
d.	centralized, command, and control operations.

 

 

ANS:  D                    PTS:   1

 

19.                Which of the following performance measures is not a contemporary performance measure?

a.	the quality of police work.
b.	the number of arrests.
c.	victim experiences with police.
d.	the number of community partnerships.

 

 

ANS:  B                    PTS:   1

 

20.                What are the advantages of having both qualitative and quantitative performance measures?

a.	measures emotions and levels of satisfaction
b.	establishes comparison with other organizations
c.	allows for real improvements in the delivery of police service
d.	all of the above.

 

 

ANS:  D                    PTS:   1

 

21.                Community policing requires patrol officers to:

a.	adopt a philosophical attitude that is reflected in caring for the community
b.	take a proactive, interventionist, problem-solving approach
c.	adopt an operational deployment strategy that is based upon the three Rs
d.	be accountable under performance measure management

 

 

ANS:  B                    PTS:   1

 

22.                Due to changes in society over the next decade, urban police services may be required to create at least two separate divisions:

a.	one directed towards general duty patrol and the other towards specialty units that include the dog squad, emergency response teams and detectives
b.	one involving street level crime and the other involving cyber crimes such as identity theft and internet exploitation
c.	one directed toward community policing and the other focused on sophisticated criminal activity
d.	one focused upon traditional policing and the other focused upon the unique needs of new immigrants to Canada

 

 

ANS:  C                    PTS:   1

 

23.                In order to implement intelligence-led policing, police organizations need to:

a.	re-evaluate their current policies and protocols ensuring that intelligence is incorporated into the planning process
b.	create a cyber crime unit that is capable of dealing with community problems and issues
c.	ensure that at least 35% of the police work force have completed a diploma or degree from a recognized post-secondary institution
d.	establish a crime analysis unit within their police agency that can direct and manage police resources on a daily basis – directing officers to “hot spots” within the community

 

 

ANS:  A                    PTS:   1

 

SHORT ANSWER

 

1.   What do research studies indicate about the effectiveness of traditional patrol practice?

 

ANS:

Research studies suggest that traditional patrol practice is not generally effective in preventing or responding to crime.  More specifically, the level of crime is not impacted by an increase in random police patrols, the response time of police to incidents, or the number of proactive arrests that police make.

 

PTS:   1                    REF:   47-49

 

2.   What is a clearance rate and why might it not be a good measure of police effectiveness?

 

ANS:

Within the traditional model of police practice, clearance rates are the percentage of cases in which an offence has been committed and a suspect identified, regardless of whether the suspect is ultimately convicted of the crime. (pp. 47-48). Clearance rates are not a particularly good indicator of police effectiveness for a number of reasons, including:

• police officers do not spend the majority of their time chasing criminals
• it’s hard to use crime rates as an indicator of police effectiveness
• police officers work in a variety of settings with different demands
• not all police officers are engaged in the same type of police work

 

PTS:   1                    REF:   47-8

 

3.   Within the framework of community policing, what would be good measures of police effectiveness?

 

ANS:

With the framework of community policing, there are a number of measures of police performance that can be used to assess police effectiveness. These include the extent to which police have developed partnerships in the community and the attitudes of community residents toward the police.

 

PTS:   1                    REF:   49

 

4.   What are the three Rs of traditional policing?

 

ANS:

The three Rs of traditional policing are random patrol, rapid response, and reactive investigation.

 

PTS:   1                    REF:   46-47

 

5.   Define the term community policing and then identify its components.

 

ANS:

Community policing can be generally defined as “a philosophy, management style, and organizational strategy centred on police-community partnerships and problem solving to address problems of crime and social disorder in communities.”

 

PTS:   1                    REF:   51

 

6.   What are the three Ps of community policing?

 

ANS:

The three Ps of community policing are prevention, problem-solving, and partnership with the community.

 

PTS:   1                    REF:   52

 

7.   What are the key provisions of the Police Services Act that relate to community policing?

 

ANS:

The key provisions of the Police Services Act (Ontario) that relate to community policing are the sections relating to:

• Declaration of Principles, which emphasizes the importance of police-community relations
• Solicitor General, the agency responsible for policing services in the province
• Community Policing Advisory Committees, established in those communities policed by the OPP to provide advice and input on community priorities and concerns
• Municipal Police Services Boards that are involved in overseeing municipal police services
• Chiefs of Police
• Police Officers
• Regulations for standards of police service

 

PTS:   1                    REF:   62-64

 

8.   What are the key provisions in the Adequacy Standards that relate to community policing?

 

ANS:

The key provisions of the Adequacy Standards (Ontario) that relate to community policing include those that direct police services to:

• provide community-based crime prevention initiatives
• establish procedures and processes on problem-oriented policing and crime prevention
• prepare a business plan every three years
• develop mechanisms to ensure compliance to the Police Services Act and the Adequacy Standards

 

PTS:   1                    REF:   62-63

 

9.   Who are the key players in community policing?

 

ANS:

The key players in community policing include elected officials, managers, police officers, their unions and associations, and the community.  Community-based strategic policing requires both strategic partnerships which consist often of multi-agency partnerships with the police as well as strong, cohesive partnerships with the community.

 

PTS:   1                    REF:   58-59

 

10.                What is intelligence-led policing?

 

ANS:

Intelligence-led policing is a collaborative enterprise based on improved intelligence operations and community-oriented policing and problem solving. To implement intelligence-led policing, police organizations need to re-evaluate their current policies and protocols.

 

PTS:   1                    REF:   37

 

11.                Explain how community-based strategic policing represents an enhanced level of community policing.

 

ANS:

Community-based strategic policing appears to be a more evolved form of community policing, shaped to create a “smarter” model of providing police services to the community.

 

PTS:   1                    REF:   39

 

12.                Contrast and compare traditional policing with community policing.  What are the key differences?

 

ANS:

Community policing represents an expansion of the traditional or professional model of police practice, rather than a replacement of it.

 

PTS:   1                    REF:   39-40

 

ESSAY

 

1.   Traditional measures of police performance tend to be quantitative—concerned more with measurable data such as number of arrests, calls responded to, response times, and so on.  What are the advantages and disadvantages of qualitative performance measures for police agencies?

 

ANS:

Student answers will vary

 

PTS:   1                    REF:   49-50

 

2.   Discuss some of the likely benefits of implementing a community-based strategic policing model within a police agency currently employing a reactive model of policing.

 

ANS:

Student answers will vary

 

PTS:   1                    REF:   50-54; 64-65

 

3.   Outline the criticisms of community policing and note ways in which these pitfalls can be overcome.

 

ANS:

Criticisms include:

• Community policing is too soft an approach to the prevention of and response to crime. This statement reflects the view that community police officers are social workers in uniform, a view that conflicts with the traditional image of police as crime fighters.
• Police services become beholden to communities. This is the view that, if communities are provided the opportunity to participate as partners in preventing and responding to crime, the integrity and activities of the police will be compromised.
• Community policing is not real policing. This belief represents the clash between the traditional occupational subculture of the police and the new culture of community policing.
• Community policing is nothing new—we have always done it. There is considerable diversity in the size and specific organizational arrangements for carrying out police work across Canada. Many police officers—either out of necessity or because of their own personal style of policing—have always had close contacts with the community and have, as a result, solicited community participation. Police officers assigned to inner-city neighbourhoods with high rates of crime and social disorder as well as officers posted to remote areas must rely on both their professional skills and their individual resourcefulness to be effective in their work. These officers, while members of a highly centralized, hierarchical police service that has clear lines of command and control, are very far removed from their organization. However, community policing represents a systematic approach to crime prevention and response that goes beyond the efforts of individual officers who embrace the ideals of being close to the communities they police.
• It is too difficult to determine who and what the community is. The community of the 21st century is different from its counterparts in earlier centuries—more diverse, more mobile, more focused on accumulating wealth, and less interested in taking time to be part of a police–community partnership.

The successful development and implementation of community policing requires that the police and communities acknowledge and address these criticisms

 

PTS:   1                    REF:   57

 

Chapter 5 Problem-Oriented Policing

 

TRUE/FALSE

 

1.   Television portrays the activity of police as primarily conducting investigations and arresting criminals; however, in reality this work consumes only an estimated 10 to 25 percent of an officer’s time.

 

ANS:  T                    PTS:   1                    REF:   113

 

2.   The “problem analysis triangle” consists of three key elements that include: an offender, a victim, and the police response. By studying this triangle it becomes possible to formulate an effective community policing response.

 

ANS:  F                    PTS:   1                    REF:   116

 

3.   The Royal Canadian Mounted Police have developed a problem-solving model called CAPRA, which stands for Clients, Acquire/analyze information, Partnerships, Response and Assessment.

 

ANS:  T                    PTS:   1                    REF:   118

 

4.   The PARE problem solving process utilizes the “5 W’s (who, what, where, when, and why) during the analysis portion and includes how the information was gathered and, the degree of impact that the crime had upon the victim.

 

ANS:  F                    PTS:   1                    REF:   124

 

5.   Police managers must provide principle-centred leadership to ensure that an “entrepreneurial” atmosphere exists to encourage officers to experiment, create and develop their creative capacities to deal with community problems without fear of being punished for unintentional mistakes and failures.

 

ANS:  T                    PTS:   1                    REF:   128

 

MULTIPLE CHOICE

 

1.   Problem-solving:

a.	is one element of community policing.
b.	is the new model of community policing.
c.	is no longer used in policing.
d.	does not require the community to be involved.

 

 

ANS:  A                    PTS:   1

 

2.   A problem can be:

a.	a single incident.
b.	a number of recurring incidents.
c.	a substantive community concerne.
d.	All of the above.

 

 

ANS:  D                    PTS:   1

 

3.   Problem-oriented policing (POP):

a.	is an approach to policing used primarily in the United States.
b.	is a strategy that puts community policing into practice.
c.	is most often used for identifying high-risk offenders.
d.	has largely been abandoned in Ontario.

 

 

ANS:  B                    PTS:   1

 

4.   Herman Goldstein:

a.	was the first police chief in Ontario to implement problem-oriented policing.
b.	wrote a book that was critical of problem-oriented policing.
c.	was the principle architect of problem-oriented policing.
d.	was the chief proponent of traditional police practice.

 

 

ANS:  C                    PTS:   1

 

5.   The acronym SARA stands for:

a.	scanning, analysis, response, assessment.
b.	safety, alertness, responsiveness, awareness.
c.	security, awareness, resistance, abatement.
d.	sensing, arming, responding, alarming.

 

 

ANS:  A                    PTS:   1

 

6.   The collaborative model of problem solving:

a.	involves patrol officers and the community working together.
b.	emphasizes shared responsibility between the police and the community.
c.	uses experts to assist in the identification and response to problems.
d.	a and b.

 

 

ANS:  B                    PTS:   1

 

7.   Which of the following is/are possible response option(s) in the SARA model of problem-oriented policing?

a.	concentrating attention of high-risk individuals.
b.	connecting with other government and private agencies.
c.	mobilizing the community.
d.	All of the above.

 

 

ANS:  D                    PTS:   1

 

8.   Problem analysis filters:

a.	are a statistical method used by criminologists.
b.	are used by police services that have not adopted community policing.
c.	are used in the analysis phase of problem-oriented policing to prioritize problems
d.	None of the above.

 

 

ANS:  C                    PTS:   1

 

9.   In the evaluation stage of PARE, asking questions such as “Were the strategies easy to implement?” and “What should others be aware of if attempting to implement a similar plan?” is called:

a.	impact evaluation.
b.	process evaluation.
c.	assessment evaluation.
d.	inquiry evaluation.

 

 

ANS:  B                    PTS:   1

 

10.                Effective problem solving by a police service may be hindered by:

a.	failing to conduct a thorough analysis of the problem.
b.	failing to dedicate resources to the problem.
c.	failing to follow up in the assessment stage.
d.	All of the above.

 

 

ANS:  D                    PTS:   1

 

11.                Television portrays the activity of police as primarily conducting investigations and arresting criminals.  However, in reality this work consumes:

a.	40 to 50 percent of an officers’ time
b.	10 to 25 percent of an officers’ time
c.	roughly 30 percent of an officers’ time
d.	less than 10 percent of an officers’ time

 

 

ANS:  B                    PTS:   1

 

12.                The collaborative model of problem solving emphasizes:

a.	an expert going to the location where the problem is occurring, identifying and analyzing the problem, and developing a solution
b.	the involvement of the community with the police in identifying the issues and in creating the solutions
c.	shared responsibility between an expert and those in the neighbourhood,    area, or setting where the problem is being experienced
d.	utilizing the principles associated with POP, CAPRA and SARA

 

 

ANS:  C                    PTS:   1

 

13.                It has been stated that crime and other problems in a community are the “visible symptoms” while the underlying conditions or causes of the problem lie beneath the surface.  This concept is associated with the term:

a.	the root causes of crime, delinquency and social disorder
b.	the “thin veneer” factor
c.	social complexities and contemporary crimes
d.	the 80/20 rule

 

 

ANS:  D                    PTS:   1

 

SHORT ANSWER

 

1.   What is meant by problem solving and what role does it play in community policing?

 

ANS:

Problem-solving attempts to address the underlying causes of crime and social disorder and, when properly implemented, represents the very essence of community policing. A key component of the problem-solving approach is the collaboration between police and the community.

 

PTS:   1                    REF:   112

 

2.   Define what is meant by a problem.

 

ANS:

A problem is a group or patterns of crime, cases, calls, or incidents that are of concern to the community and police, or both, and require a solution.

 

PTS:   1                    REF:   112

 

3.   What is collaborative problem solving, and why is it important in any discussion of problem-oriented policing?

 

ANS:

Collaborative problem-solving represents a major departure from traditional police practice. In this approach, the police and the community jointly define the problem, identify the various facets of the problem, and formulate and implement a strategy to address the problem.

 

PTS:   1                    REF:   113

 

4.   Who was Herman Goldstein, and what was his contribution to the field of problem-oriented policing?

 

ANS:

The criminologist Herman Goldstein was the principal architect of POP.  Goldstein emphasized that police work is problem oriented and that it was necessary for the police to go beyond assessing whether a law had been violated to examine and address the underlying causes of crime and disorder in the community.

 

PTS:   1                    REF:   114

 

5.   Define and discuss the key elements of problem-oriented policing (POP).

 

ANS:

Problem-oriented policing is a policing strategy that involves the police taking a proactive approach to addressing the underlying causes of a particular problem as well as formulating a response designed to solve or alleviate the problem.

 

PTS:   1                    REF:   114

 

6.   What is the iceberg or 80/20 rule, and why is it important in our study of community policing and problem-oriented policing?

 

ANS:

The iceberg, or 80/20 rule, is a key component of POP and holds that only a small portion of a problem (the “tip” of the iceberg; 20%) is visible.  In order to eliminate a problem, the root causes must be attacked.

 

PTS:   1                    REF:   114

 

7.   What is SARA?

 

ANS:

SARA is an acronym for Scanning, Analysis, Response, and Assessment, the four steps of the problem-solving process.

 

PTS:   1                    REF:   115

 

8.   Discuss what is meant by the problem analysis triangle, and its role in problem-oriented policing.

 

ANS:

The problem analysis triangle is utilized to understand a problem by considering its relation to the victim, the accused, and the location.   These are the three requisites for a problem to exist.  Applying the problem analysis triangle allows police officers to develop appropriate intervention strategies.

 

PTS:   1                    REF:   116

 

9.   Compare the expert model of problem solving to the collaborative model of problem solving.

 

ANS:

The expert model of problem solving involves an “outside” person (the “expert”) identifying, analyzing, and developing a solution to a problem, while the collaborative approach to problem solving emphasizes shared responsibility between the community and outside experts to accomplish this.

 

PTS:   1                    REF:   118

 

10.                What is PARE and what are its components?

 

ANS:

PARE – problem identification, analysis, response, and evaluation – is the problem-solving model developed by the Ontario Provincial Police.  The stages of the PARE problem-solving model are similar to those of SARA.

 

PTS:   1                    REF:   118-124

 

11.                What are problem analysis filters and what role do they play in problem-oriented policing? Provide an example.

 

ANS:

Problem analysis filters are used by patrol officers and community residents to screen, prioritize, and rank problems.  The “filters” include determining the impact, seriousness, and complexity of the problem.

 

PTS:   1                    REF:   120

 

12.                Compare process evaluation and impact evaluation.

 

ANS:

Process evaluation involves analyzing the implementation of problem-solving strategies, while impact evaluation focuses on assessing the qualitative and quantitative outcomes, or consequences, of problem-solving strategies.

 

PTS:   1                    REF:   123

 

ESSAY

 

1.   Discuss and contrast the problem-solving models used by the Royal Canadian Mounted Police and the Ontario Provincial Police.

 

ANS:

RCMP use CAPRA model (Clients; Acquire/Analyze information; Partnerships; Response; Assessment)

OPP use PARE model (Problem identification; analysis; response; evaluation)

Students should discuss and contrast these two models.

 

PTS:   1                    REF:   118-126

 

2.   Police services that have successfully made problem solving a core component of their community policing framework share a number of characteristics.  From an organizational perspective, list the conditions for successful problem solving in a police agency.

 

ANS:

• Policing involves addressing a wide range of problems, not just crime.
• These problems are interrelated and the priority given them must be constantly reassessed rather than ranked in traditional ways.
• Each problem requires a unique response rather than a generic “one size fits all” response.
• The criminal law is only one of several response options.
• Police services can be successful by working to prevent problems, rather than simply by responding to incidents that are only symptoms of underlying problems.
• Developing an effective response to a problem requires prior analysis rather than simply invoking traditional police practices.
• Contrary to the traditional image of the police—held by both the police and the public—the capacity of the police to solve problems is extremely limited.
• The role of the police is best viewed as one of facilitating, enabling, and encouraging the community in order to maintain problem-solving capacity, rather than as one that assumes full responsibility for the identification of and response to problems

 

PTS:   1                    REF:   127-128

 

3.   What are the some of the barriers to effective problem solving?  Discuss and list some of the strategies and methods to overcome these barriers.

 

ANS:

Barriers could include any of the following:

• Failing to plan is planning to fail.
• Failure to conduct a thorough analysis of the problem or working on the wrong problem.
• Failure to dedicate resources to the problem, leaving officers feeling ill equipped and undersupported.
• Failure to follow up in the assessment stage.
• Failure to initiate a process or take ownership of problem.
• Problems in implementing an agency-wide program.
• The police take an expert role as opposed to a collaborative one.
• Failure to communicate successes and results.
• Difference in definitions between the community’s perception and the police service’s perception.
• Problems in implementation at the organizational, front-line, or community level.
• Failure of police technology to identify problems beyond the police service.

 

PTS:   1                    REF:   128-129