Chain of command the notion that authority and
Agency executives who have the most
decision making should flow down from higher to
lower levels in a police agency. Official discussions
typically flow up or down through the chain of
command.
Unity of command the concept that each individual
working in the agency should report to only one
supervisor and that each unit or situation should be
under the control of a single individual.
Span of control the idea that each manager in a police
agency should supervise only a reasonable number of
individuals or units.
Assessing risk - can be used to determine if a large
crowd may require additional police resources
Self-management the process of monitoring and
controlling one’s emotions and remaining flexible and
balanced in the face of disappointment or frustration.
Organizational culture shaped by the thoughts,
speech, actions, values, and beliefs held by people in
the organization.
Integrity test - verify information provided by the
candidate in the employment application and the
personal history statement, and to check for additional
concerns. Integrity testing can be accomplished
through a written exam, a polygraph or voice stress
analysis, and a drug test.
Pitfalls include failing to put proposed ideas into
action, moving a plan forward one small step at a time
owing to lack of resources, and failure to assemble a
task force for plans that call for major change,
numerous objectives, and the efforts of many different
people.
Assessment center process - a series of activities
designed to measure an applicant’s or officer’s
knowledge, skills, and abilities (KSAs) as well as
personal attributes and behavioral characteristics
related to work-specific scenarios.
Total quality leadership - the commitment and
behavior needed
to carry out and integrate TQM practices throughout a
police agency.
Continuous improvement - a process through which
an organization repeatedly assesses the effectiveness of
the policies and procedures it has established for
achieving key objectives.
Assessment - the completion of an appraisal with
respect to an object or an activity.
Quality Assurance - ensuring that service actions
comply with agency directives and that they support
the agency’s mission.
Continuous evaluation - the process by which an
organization, on an ongoing basis, measures actual
performance outcomes against intended outcomes to
identify and close gaps.
Budgeting process - constituencies within the agency,
neighborhood groups, and competing governmental
departments are striving to claim their share of an
ever-smaller financial “pie” available to public
agencies.
political clout and who prove the most persuasive will
generally gain the most funding for the coming fiscal
year.
Budget a plan expressed in financial terms.
Efficiency a comparison of what is actually produced
or performed with what can be achieved with the same
consumption of resources (money, time, and labor).
Efficiency is an important factor in determination of
productivity.
Balanced scorecard a performance-management
framework based on the assumption that to improve
performance, organizations must execute the strategy
they have defined for generating desired results.
Effectiveness the degree to which objectives are
achieved and the extent to which targeted problems are
resolved.
Total quality management (TQM) a performance-
management framework that can help a police agency
take a disciplined approach to quality control and
assurance.
Background investigation (BI) a step in the pre-
employment screening process in which a police
agency verifies a candidate’s qualifications including
criminal and credit histories, educational and
employment histories, and claims about matters such
as moral character, work habits, and stress tolerance.
Brand image an instinctive response from individuals
toward an agency or a service
Competency-based compensation - payment for
competencies acquired and exhibited by members of
the organization.
Planning - a process, formulation, or design used to
achieve an intended result.
Goals - long-range achievements desired by an
organization.
Objectives - short-term accomplishments that lead to
achievement of a particular goal.
 After agency managers conduct appropriate needs and
risk assessments, they develop alternative courses of
action for meeting the needs or mitigating the risk they
identified. Police agencies are service providers.
Through assessment, police agencies describe in
neutral terms an activity or object important to its
performance.
 Many police agencies have
a command-and-control culture, characterized by rigid
lines of authority
and rules governing communication and officer unity.
 accreditation ensures that a police agency meets
minimum standards regarding policies, operating
proce- dures, employee knowledge, documentation,
and community interaction.
 To attract the best people, a police agency should use
the right channels to explicitly seek passionate,
enthusiastic, and service-oriented people who are
committed to making a positive difference in others’
lives.
 Any public organization seeking to develop a budget
should take into account its intended strategy, its
 existing personnel and the services it offers, initiatives
in the pipeline (such as projects aimed at developing
new services), the resources these efforts will need,
and capital investment that will be required to achieve
strategic objectives.
 A police agency’s structure
is reflected in its vertical relationships (who has
authority over whom;
who reports to whom), its horizontal relationships
(who collaborates and communicates with whom), and
its community relationships (how agency personnel
work with citizens and community leaders to deliver
better service).
 Police agencies use several types of plans that we can
think of falling into the major categories of
nonstrategic and strategic.
 Police agencies establish standards of acceptable
behavior and ensure compliance with these standards
through training and written polices and procedures
(including codes of conduct).
 agencies summarize an assessment’s findings and
assign a value to the performance assessed.
 The balanced scorecard framework is based on the
assumption that to improve performance, a police
agency must execute the strategy it has defined for
generating desired results.
 Recruitment for a police agency is no different than
recruiting for any position of authority in an
organization
Important planning approaches:
 Crime Prevention Through Environment Design
(CPTED) is an outgrowth of overall thinking about
how to keep crime from occurring in the first place—
rather than just react to crime after the fact. And it
hinges on collaboration among police, community
residents, business leaders, and local governing bodies.
 CompStat computer-enabled crime statistics—to
identify where and when specific types of crime and
disorder problems were happening.
Types of Plans
Single-use plan:
a plan for a one- time event or special circumstance.
Repeat-use plan:
a plan that may be replicated for similar events or
tactical situations.
Tactical plan:
a plan for special events, unique or extraordinary
circumstances, or intra-agency or interagency
operational needs.
Operational plan:
a plan delineating functional activities and agency
change processes. Drives an entire agency or units
within an agency.
Contingency plan:
a plan activated during serious emergencies, critical
events, or disasters that affect the agency and demand
immediate and/or prolonged response
Types of budgets
Traditional budget:
a budget that reflects a simple percentage increase in
funding over the most recent budget.
Line-item budget:
a budget in which each item is described and assigned
a place (line), with a corresponding dollar value.
Program budget:
a budget that presents programs and services
separately in categories.
Performance-based budget: a budget that links
measurable activities to established strategic objectives
Zero-based budget:
a budget in which all available revenue is allocated to
expense categories.
Balanced-based budget: a budget based on an
estimate of future revenues.
Activity-based budget: a budget that defines and
analyzes all the activities consuming an organization’s
financial resources.
Operating budget:
a short-term budget that accounts for the agency’s
current operating expenses as distinct from major
financial transactions or permanent capital
improvements.
Capital budget: a budget thatshows projects and
expenses designed to yield benefits well into the
future.
Types of Learning Processes
 adaptive learning,
 proactive learning,
 and experimentation.
3 Concepts of Vertical Relationship
 chain of command,
 unity of command,
 and span of control:
Key Steps in Planning Process
Steps include assessing needs and risks (using tools
including community mapping and crime analysis),
developing alternative courses of action for addressing
a need or risk (using techniques such as
brainstorming), and selecting a final course of action
by comparing alternatives’ advantages and
disadvantages based on criteria such as cost,
efficiency, and ability to deliver sustained results.
Expenditure Categories
 Personnel Expenses
 Operating Expenses
 Supplies and Materials Expenses
 Capital Expenses
 Miscellaneous Expenses

 Line-Item Budget a budget in which each item is
described and assigned a place (line), with a
corresponding dollar value.
 Program Budget a budget that presents programs and
services separately in categories.
 Traditional Budget a budget that reflects a simple
percentage increase in funding over the most recent
budget.
 Activity-based Budget a budget that defines and
analyzes all the activities consuming an organization’s
financial resources.
 Performance – Based Budget a budget that links
measurable activities to established strategic objectives
 Operational Plan a plan delineating functional
activities and agency change processes. Drives an
entire agency or units within an agency.
 Repeat-use Plan a plan that may be replicated for
similar events or tactical situations
 Single – use Plan a plan for a one- time event or
special circumstance.
 Tactical Plan a plan for special events, unique or
extraordinary circumstances, or intra-agency or
interagency operational needs.
 Contingency Plan a plan activated during serious
emergencies, critical events, or disasters that affect the
agency and demand immediate and/or prolonged
response
 Capital Budget a budget thatshows projects and
expenses designed to yield benefits well into the
future.
 Natural Surveillance refers to the use of physical
features that increase people’s visibility in an area
Target hardening involves the use of hardware,
lighting, and other elements (such as alarm systems
and guard or pet dogs) designed to make a home
or business less vulnerable to physical intrusion.
Territorial reinforcement emphasizes the use of
physical characteristics to differentiate private and
public spaces, and to emphasize the ownership of
private places while discouraging encroachment.
risk assessment can be used to determine if a large
crowd may require additional police resources.
Crime Prevention Through Environmental Design
(CPTED) is the process of deciding how to construct
or modify the physical environment to deter or
discourage criminal activity.
Crime mapping - term used in policing to refer to the
process of conducting spatial analysis within crime
analysis.
Community mapping process of visually displaying
specific locations, addresses, or areas of noted concern.
Crime analysis analytical process used to define
current and predict future quality-of-life concerns,
crime patterns, or trends.
Cost–benefit analysis an analysis through which an
organization compares the cost of a program or
initiative to the benefit it provides (or may provide) to
the organization and/or its constituents.
Adapting to Change - Like other organizations, police
agencies are constantly subjected to change—in the
form of new challenges, new theories and practices
about how to better serve com- munities, new
technologies, and so forth. Change can be triggered by
both internal and external events.
Radical change - new ways of operation stemming
from a specific innovation that transforms the way a
police agency delivers customer service.
Incremental change - a police agency’s gradual
adoption of new ways of operating designed to
improve community service over time.
Directed change - a carefully planned, strategic
process designed to improve every area of a police
agency.
Nondirected change - an informal process of altering
the way tasks are accomplished, affecting only those
individuals who will implement the change.
Organizational learning a social process in which
individuals interact with one another to exchange
information that enables them to make well-informed
decisions.
Organizational structure refers to the configuration
of relationships within an organization.
Diversity differences among people with respect to
wealth, age, gender, culture, lifestyle, race, ethnicity,
and sexual orientation.
A police agency must be willing and able to adapt to
change. Change may imply that the police must be
ready to adjust and/ or reorder priorities especially
when political leadership changes.
Police managers and officers who can adapt to change
help their agency achieve the flexibility needed to keep
pace with new developments and deliver increasingly
better service to the community.
I Multiple choice E. CONCEPTS OF VERTICAL RELATIONSHIP
1. B 1. CHAIN OF COMMAND
2. A 2. UNITY OF COMMAND
3. C 3. SPAN OF CONTROL
4. D
5. B F. TYPES OF LEARNING PROCESS
6. D 1. ADAPTIVE LEARNING
7. A 2. PROACTIVE LEARNING
8. C
9. C PART VI FILL IN THE BLANKS
10. C 1. PLANNING
11. A 2. LONG-RANGE
12. A 3. SHORT-TERM
4. NON STRATEHIC
II MATCHING TYPE 5. STRATEGIC
1. N 6. CRIME PREVENTION THROUGH
2. E ENVIRONMENT DESIGN (CPTED)
3. M 7. COMPSTAT
4. 8. ASSESSING RISKS
5. B 9. ALTERNATIVE COURSES OF ACTION
6. F 10. SELF MANAGEMENT
7. C 11. PITFALLS
8. O 12. BUDGET
9. A 13. ANY PUBLIC ORGANIZATION
10. G
11. L
12
13. J
14. K
15.

PART V ENUMERATION
A. KEY STEPS IN PLANNING PROCESS
1. ASESSING NEEDS AND RISKS
2. DEVELOPING ALTERNATIVE COURSES OF
ACTION
3. SELECTING A COURSE OF ACTION

B. EXPINDITURE CATEGORIES
1. PERSONNAL EXPENSES
2. OPERATING EXPENSES
3. SUPPLIES AND MATERIAL EXPENSES
4. CAPITAL EXPENSES
5. MISCELLANEOUS EXPENSES

C. TYPES OF PLANS
1. SINGLE-USE PLAN
2. REPEAT-USE PLAN
3. TACTICAL
4. OPERATIONAL
5. CONTINGENCY

D. TYPES OF BUDGET
1. TRADITIONAL BUDGET
2. LINE-ITEM BUDGET