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© 2018-19 Jerry Ratcliffe

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Chapter 8:  Deploying a crime reduction strategy

Abstract

This chapter assumes the reader has completed the first three steps of the PANDA model and is now ready to deploy a crime reduction strategy. The chapter discusses each step in the GOALS checklist that is designed to help structure a deployment model (Ground commander, Objectives, Analyst, Limits, and Support). Each item is described in detail, with emphasis on SMART objectives. Cognitive and social loafing, and mission creep are explained in relation to deployment.  The second part of the chapter describes a number of important aspects of operational command. These include the supervision style that you or your team adopt in the field. Other operational leadership aspects include demonstrating an investment in the plan, visiting sites frequently, avoiding mission creep, and sticking to a review timetable.

Headings and sub-headings

Time for D-Day
Implementing your GOALS
Once the strategy is underway
Chapter summary

Additional links

If you are conducting a complicated crime reduction operation, one option is to consider adopting the Gold-Silver-Bronze structure that was adopted by the Metropolitan Police in the 1980s. Gold commanders retain overall strategic control, the silver commander has operational command, and the bronze commanders control resources on the ground. 

Vignette author Arif Nawaz was the silver commander during the Manchester Arena suicide bombing during an Ariana Grande concert on 22nd May 2017 that murdered 22 people. 

There are variations with the definitions of SMART objectives. Most variation is seen in the final two items, with variations including relevant/realistic, and timely/time-bound. A google search will reveal these variations. Example test questions below stay with the version in the book. 

The role of a crime analyst was linked to in a previous chapter. A cost-benefit analysis guide to hiring crime analysts is available from the Vera Institute via the Bureau of Justice Assistance. 

Foot patrol in Philadelphia is briefly mentioned. For more on the roles and benefits of foot patrol, see the Foot Patrol book from Ratcliffe and Sorg. 

Vignette author Pedro Antonio Guillén Meléndez works for El Salvador's National Civil Police. (the page can be translated by Google). the US State Department catalogues the challenges he and his colleagues face. 

Vignette authors

Arif Nawaz

Arif Nawaz is currently a chief superintendent with Greater Manchester Police (U.K.), and the branch head of organizational learning and workforce development. 

Pedro Antonio Guillén Meléndez

Pedro Antonio Guillén Meléndez is a sub-inspector in El Salvador’s National Civil Police (PNC) and the head of a tactical unit in La Paz delegation.

Chapter-related review questions

Chapter 8: The G in the GOALS acronym represents what?
A.    Goal
B.    Grounding
C.    Gang
D.    Ground commander
 
Chapter 8: The O in the GOALS acronym represents what?
A.    Offenders
B.    Objectives
C.    Outputs
D.    Options
 
Chapter 8: The A in the GOALS acronym represents what?
A.    Assess
B.    Analyst
C.    Action
D.    Anticipate
 
Chapter 8: The L in the GOALS acronym represents what?
A.    Limits
B.    Location
C.    Locations
D.    Leverage
 
Chapter 8: The S in the GOALS acronym represents what?
A.    SARA model
B.    Sergeant
C.    Support
D.    Suppress
 
Chapter 8: With SMART objectives, what does the S refer to?
A.    Selective
B.    Selected
C.    Special
D.    Specific
 
Chapter 8: With SMART objectives, what does the M refer to?
A.    Manageable
B.    Maintainable
C.    Measurable
D.    Manmade
 
Chapter 8: With SMART objectives, what does the A refer to?
A.    Available
B.    Accessible
C.    Achievable
D.    Analyzable
 
Chapter 8: With SMART objectives, what does the R refer to?
A.    Realistic
B.    Reactive
C.    Reasonable
D.    Repeatable
 
Chapter 8: With SMART objectives, what does the T refer to?
A.    Time-bound
B.    Tentative
C.    Treatable
D.    Testable
 
Chapter 8: "When a task or operation gradually grows beyond the bounds of the original goals" is a description of what?
A.    Measurement
B.    Mission creep
C.    Maximizing
D.    Measurable
 
Chapter 8: Which of the following is NOT a characteristic of one of Engel's 'traditional' supervisors?
A.    Focused on controlling their officers
B.    Mentoring and developing officers
C.    Expect productivity and paperwork
D.    Predominantly task-focused
 
Chapter 8: Leaders who are focused on mentoring and developing their officers, especially around problem-solving are referred to by Engel as what type of supervisor?
A.    Traditional
B.    Active
C.    Supportive
D.    Innovative
 
Chapter 8: What type of supervisor (according to Engel) is more likely to shield their officers from what they perceive as poor management, and score highly on motivation, creativity and promoting teamwork?
A.    Traditional
B.    Active
C.    Supportive
D.    Innovative
 
Chapter 8: Engel found that when an specific type of supervisor was present, officers were significantly more likely to use force against a suspect. What supervisor style was that?
A.    Traditional
B.    Active
C.    Supportive
D.    Innovative

Select another chapter: Chp 1  |  Chp 2  |  Chp 3  |  Chp 4  |  Chp 5  |  Chp 6  |  Chp 7  |  Chp 8  |  Chp 9  |  Chp 10  |  Chp 11