1. Leaders and managers consistently articulate, advocate, enforce, and model the agency’s stated values.
1. Leaders and managers consistently articulate, advocate, enforce, and model the agency’s stated values. A
1. Leaders and managers consistently articulate, advocate, enforce, and model the agency’s stated values. B+
1. Leaders and managers consistently articulate, advocate, enforce, and model the agency’s stated values. B
1. Leaders and managers consistently articulate, advocate, enforce, and model the agency’s stated values. C
1. Leaders and managers consistently articulate, advocate, enforce, and model the agency’s stated values. D
1. Leaders and managers consistently articulate, advocate, enforce, and model the agency’s stated values. F
2. Operational and personnel policies and practices (including hiring, training, promotions, discipline, deployment, and compensation) are implemented in a manner that inspires trust.
2. Operational and personnel policies and practices (including hiring, training, promotions, discipline, deployment, and compensation) are implemented in a manner that inspires trust. A
2. Operational and personnel policies and practices (including hiring, training, promotions, discipline, deployment, and compensation) are implemented in a manner that inspires trust. B+
2. Operational and personnel policies and practices (including hiring, training, promotions, discipline, deployment, and compensation) are implemented in a manner that inspires trust. B
2. Operational and personnel policies and practices (including hiring, training, promotions, discipline, deployment, and compensation) are implemented in a manner that inspires trust. C
2. Operational and personnel policies and practices (including hiring, training, promotions, discipline, deployment, and compensation) are implemented in a manner that inspires trust. D
2. Operational and personnel policies and practices (including hiring, training, promotions, discipline, deployment, and compensation) are implemented in a manner that inspires trust. F
3. The organizational culture fosters a sense of unity where all employees care about and look out for each other.
3. The organizational culture fosters a sense of unity where all employees care about and look out for each other. A
3. The organizational culture fosters a sense of unity where all employees care about and look out for each other. B+
3. The organizational culture fosters a sense of unity where all employees care about and look out for each other. B
3. The organizational culture fosters a sense of unity where all employees care about and look out for each other. C
3. The organizational culture fosters a sense of unity where all employees care about and look out for each other. D
3. The organizational culture fosters a sense of unity where all employees care about and look out for each other. F
4. The organizational culture fosters a sense of purpose and pride in the agency and it's mission.
4. The organizational culture fosters a sense of purpose and pride in the agency and it's mission. A
4. The organizational culture fosters a sense of purpose and pride in the agency and it's mission. B+
4. The organizational culture fosters a sense of purpose and pride in the agency and it's mission. B
4. The organizational culture fosters a sense of purpose and pride in the agency and it's mission. C
4. The organizational culture fosters a sense of purpose and pride in the agency and it's mission. D
4. The organizational culture fosters a sense of purpose and pride in the agency and it's mission. F
5. The organizational culture is intolerant of minimal effort, sub-standard performance, and corner cutting.
5. The organizational culture is intolerant of minimal effort, sub-standard performance, and corner cutting. A
5. The organizational culture is intolerant of minimal effort, sub-standard performance, and corner cutting. B+
5. The organizational culture is intolerant of minimal effort, sub-standard performance, and corner cutting. B
5. The organizational culture is intolerant of minimal effort, sub-standard performance, and corner cutting. C
5. The organizational culture is intolerant of minimal effort, sub-standard performance, and corner cutting. D
5. The organizational culture is intolerant of minimal effort, sub-standard performance, and corner cutting. F
6. The organizational culture attracts and retains employees of high character, commitment, and competence.
6. The organizational culture attracts and retains employees of high character, commitment, and competence. A
6. The organizational culture attracts and retains employees of high character, commitment, and competence. B+
6. The organizational culture attracts and retains employees of high character, commitment, and competence. B
6. The organizational culture attracts and retains employees of high character, commitment, and competence. C
6. The organizational culture attracts and retains employees of high character, commitment, and competence. D
6. The organizational culture attracts and retains employees of high character, commitment, and competence. F
7. The organizational culture promotes professionalism so that all employees are expected to continually improve their skills and performance and find new and better ways to perform their jobs.
7. The organizational culture promotes professionalism so that all employees are expected to continually improve their skills and performance and find new and better ways to perform their jobs. A
7. The organizational culture promotes professionalism so that all employees are expected to continually improve their skills and performance and find new and better ways to perform their jobs. B+
7. The organizational culture promotes professionalism so that all employees are expected to continually improve their skills and performance and find new and better ways to perform their jobs. B
7. The organizational culture promotes professionalism so that all employees are expected to continually improve their skills and performance and find new and better ways to perform their jobs. C
7. The organizational culture promotes professionalism so that all employees are expected to continually improve their skills and performance and find new and better ways to perform their jobs. D
7. The organizational culture promotes professionalism so that all employees are expected to continually improve their skills and performance and find new and better ways to perform their jobs. F
8. The organizational culture fosters and demands personal accountability so that all employees accept responsibility to protect the public and the agency's credibility by preventing or reporting unlawful or unethical conduct.
8. The organizational culture fosters and demands personal accountability so that all employees accept responsibility to protect the public and the agency's credibility by preventing or reporting unlawful or unethical conduct. A
8. The organizational culture fosters and demands personal accountability so that all employees accept responsibility to protect the public and the agency's credibility by preventing or reporting unlawful or unethical conduct. B+
8. The organizational culture fosters and demands personal accountability so that all employees accept responsibility to protect the public and the agency's credibility by preventing or reporting unlawful or unethical conduct. B
8. The organizational culture fosters and demands personal accountability so that all employees accept responsibility to protect the public and the agency's credibility by preventing or reporting unlawful or unethical conduct. C
8. The organizational culture fosters and demands personal accountability so that all employees accept responsibility to protect the public and the agency's credibility by preventing or reporting unlawful or unethical conduct. D
8. The organizational culture fosters and demands personal accountability so that all employees accept responsibility to protect the public and the agency's credibility by preventing or reporting unlawful or unethical conduct. F
9. The FPD effectively recruits and develops a workforce composed of diverse employees who represent the community we serve.
9. The FPD effectively recruits and develops a workforce composed of diverse employees who represent the community we serve. A
9. The FPD effectively recruits and develops a workforce composed of diverse employees who represent the community we serve. B+
9. The FPD effectively recruits and develops a workforce composed of diverse employees who represent the community we serve. B
9. The FPD effectively recruits and develops a workforce composed of diverse employees who represent the community we serve. C
9. The FPD effectively recruits and develops a workforce composed of diverse employees who represent the community we serve. D
9. The FPD effectively recruits and develops a workforce composed of diverse employees who represent the community we serve. F
10. The FPD effectively recruits and develops a workforce composed of competent, service-oriented employees dedicated to protecting and serving the community..
10. The FPD effectively recruits and develops a workforce composed of competent, service-oriented employees dedicated to protecting and serving the community.. A
10. The FPD effectively recruits and develops a workforce composed of competent, service-oriented employees dedicated to protecting and serving the community.. B+
10. The FPD effectively recruits and develops a workforce composed of competent, service-oriented employees dedicated to protecting and serving the community.. B
10. The FPD effectively recruits and develops a workforce composed of competent, service-oriented employees dedicated to protecting and serving the community.. C
10. The FPD effectively recruits and develops a workforce composed of competent, service-oriented employees dedicated to protecting and serving the community.. D
10. The FPD effectively recruits and develops a workforce composed of competent, service-oriented employees dedicated to protecting and serving the community.. F
11. Management cares about and seeks to protect the physical and emotional well-being of employees and supports a reasonable work/life balance.
11. Management cares about and seeks to protect the physical and emotional well-being of employees and supports a reasonable work/life balance. A
11. Management cares about and seeks to protect the physical and emotional well-being of employees and supports a reasonable work/life balance. B+
11. Management cares about and seeks to protect the physical and emotional well-being of employees and supports a reasonable work/life balance. B
11. Management cares about and seeks to protect the physical and emotional well-being of employees and supports a reasonable work/life balance. C
11. Management cares about and seeks to protect the physical and emotional well-being of employees and supports a reasonable work/life balance. D
11. Management cares about and seeks to protect the physical and emotional well-being of employees and supports a reasonable work/life balance. F
12. Supervisors provide subordinates with regular feedback concerning their performance.
12. Supervisors provide subordinates with regular feedback concerning their performance. A
12. Supervisors provide subordinates with regular feedback concerning their performance. B+
12. Supervisors provide subordinates with regular feedback concerning their performance. B
12. Supervisors provide subordinates with regular feedback concerning their performance. C
12. Supervisors provide subordinates with regular feedback concerning their performance. D
12. Supervisors provide subordinates with regular feedback concerning their performance. F
13. Staff members and supervisors treat employees fairly, with honesty, respect, and dignity; they do not demean, embarrass, or act condescendingly towards employees.
13. Staff members and supervisors treat employees fairly, with honesty, respect, and dignity; they do not demean, embarrass, or act condescendingly towards employees. A
13. Staff members and supervisors treat employees fairly, with honesty, respect, and dignity; they do not demean, embarrass, or act condescendingly towards employees. B+
13. Staff members and supervisors treat employees fairly, with honesty, respect, and dignity; they do not demean, embarrass, or act condescendingly towards employees. B
13. Staff members and supervisors treat employees fairly, with honesty, respect, and dignity; they do not demean, embarrass, or act condescendingly towards employees. C
13. Staff members and supervisors treat employees fairly, with honesty, respect, and dignity; they do not demean, embarrass, or act condescendingly towards employees. D
13. Staff members and supervisors treat employees fairly, with honesty, respect, and dignity; they do not demean, embarrass, or act condescendingly towards employees. F
14. When employees demonstrate a desire to be promoted, supervisors do all they can to encourage them, counsel them on perceived weakness, encourage them to gain experience in various assignments, and ensure that they have every opportunity to promote.
14. When employees demonstrate a desire to be promoted, supervisors do all they can to encourage them, counsel them on perceived weakness, encourage them to gain experience in various assignments, and ensure that they have every opportunity to promote. A
14. When employees demonstrate a desire to be promoted, supervisors do all they can to encourage them, counsel them on perceived weakness, encourage them to gain experience in various assignments, and ensure that they have every opportunity to promote. B+
14. When employees demonstrate a desire to be promoted, supervisors do all they can to encourage them, counsel them on perceived weakness, encourage them to gain experience in various assignments, and ensure that they have every opportunity to promote. B
14. When employees demonstrate a desire to be promoted, supervisors do all they can to encourage them, counsel them on perceived weakness, encourage them to gain experience in various assignments, and ensure that they have every opportunity to promote. C
14. When employees demonstrate a desire to be promoted, supervisors do all they can to encourage them, counsel them on perceived weakness, encourage them to gain experience in various assignments, and ensure that they have every opportunity to promote. D
14. When employees demonstrate a desire to be promoted, supervisors do all they can to encourage them, counsel them on perceived weakness, encourage them to gain experience in various assignments, and ensure that they have every opportunity to promote. F
15. The FPD provides employees with equipment needed to ensure their safety, keep the community safe, and provide the community with the most effective and efficient service available.
15. The FPD provides employees with equipment needed to ensure their safety, keep the community safe, and provide the community with the most effective and efficient service available. A
15. The FPD provides employees with equipment needed to ensure their safety, keep the community safe, and provide the community with the most effective and efficient service available. B+
15. The FPD provides employees with equipment needed to ensure their safety, keep the community safe, and provide the community with the most effective and efficient service available. B
15. The FPD provides employees with equipment needed to ensure their safety, keep the community safe, and provide the community with the most effective and efficient service available. C
15. The FPD provides employees with equipment needed to ensure their safety, keep the community safe, and provide the community with the most effective and efficient service available. D
15. The FPD provides employees with equipment needed to ensure their safety, keep the community safe, and provide the community with the most effective and efficient service available. F
16. All employees, regardless of rank, are held accountable for substandard performance or misconduct through counseling, training, re-assignment, suspension, or termination.
16. All employees, regardless of rank, are held accountable for substandard performance or misconduct through counseling, training, re-assignment, suspension, or termination. A
16. All employees, regardless of rank, are held accountable for substandard performance or misconduct through counseling, training, re-assignment, suspension, or termination. B+
16. All employees, regardless of rank, are held accountable for substandard performance or misconduct through counseling, training, re-assignment, suspension, or termination. B
16. All employees, regardless of rank, are held accountable for substandard performance or misconduct through counseling, training, re-assignment, suspension, or termination. C
16. All employees, regardless of rank, are held accountable for substandard performance or misconduct through counseling, training, re-assignment, suspension, or termination. D
16. All employees, regardless of rank, are held accountable for substandard performance or misconduct through counseling, training, re-assignment, suspension, or termination. F
17. Leaders and managers encourage open communication where employees believe they can respectfully disagree and make suggestions without fear of retaliation.
17. Leaders and managers encourage open communication where employees believe they can respectfully disagree and make suggestions without fear of retaliation. A
17. Leaders and managers encourage open communication where employees believe they can respectfully disagree and make suggestions without fear of retaliation. B+
17. Leaders and managers encourage open communication where employees believe they can respectfully disagree and make suggestions without fear of retaliation. B
17. Leaders and managers encourage open communication where employees believe they can respectfully disagree and make suggestions without fear of retaliation. C
17. Leaders and managers encourage open communication where employees believe they can respectfully disagree and make suggestions without fear of retaliation. D
17. Leaders and managers encourage open communication where employees believe they can respectfully disagree and make suggestions without fear of retaliation. F
18. Leaders and managers promote employee engagement by inviting input concerning decisions that affect their jobs.
18. Leaders and managers promote employee engagement by inviting input concerning decisions that affect their jobs. A
18. Leaders and managers promote employee engagement by inviting input concerning decisions that affect their jobs. B+
18. Leaders and managers promote employee engagement by inviting input concerning decisions that affect their jobs. B
18. Leaders and managers promote employee engagement by inviting input concerning decisions that affect their jobs. C
18. Leaders and managers promote employee engagement by inviting input concerning decisions that affect their jobs. D
18. Leaders and managers promote employee engagement by inviting input concerning decisions that affect their jobs. F
19. Managers and leaders generate trust and confidence in their vision, integrity, intentions, and judgment and motivate employees to work as team to achieve mission outcomes.
19. Managers and leaders generate trust and confidence in their vision, integrity, intentions, and judgment and motivate employees to work as team to achieve mission outcomes. A
19. Managers and leaders generate trust and confidence in their vision, integrity, intentions, and judgment and motivate employees to work as team to achieve mission outcomes. B+
19. Managers and leaders generate trust and confidence in their vision, integrity, intentions, and judgment and motivate employees to work as team to achieve mission outcomes. B
19. Managers and leaders generate trust and confidence in their vision, integrity, intentions, and judgment and motivate employees to work as team to achieve mission outcomes. C
19. Managers and leaders generate trust and confidence in their vision, integrity, intentions, and judgment and motivate employees to work as team to achieve mission outcomes. D
19. Managers and leaders generate trust and confidence in their vision, integrity, intentions, and judgment and motivate employees to work as team to achieve mission outcomes. F
20. Leaders and managers demonstrate a commitment to ongoing professionalization so that the agency represents the 'state-of-the-art' in policing performance.
20. Leaders and managers demonstrate a commitment to ongoing professionalization so that the agency represents the 'state-of-the-art' in policing performance. A
20. Leaders and managers demonstrate a commitment to ongoing professionalization so that the agency represents the 'state-of-the-art' in policing performance. B+
20. Leaders and managers demonstrate a commitment to ongoing professionalization so that the agency represents the 'state-of-the-art' in policing performance. B
20. Leaders and managers demonstrate a commitment to ongoing professionalization so that the agency represents the 'state-of-the-art' in policing performance. C
20. Leaders and managers demonstrate a commitment to ongoing professionalization so that the agency represents the 'state-of-the-art' in policing performance. D
20. Leaders and managers demonstrate a commitment to ongoing professionalization so that the agency represents the 'state-of-the-art' in policing performance. F
22. Leaders identify and adopt new strategies and technologies to respond to emerging social trends (e.g., social media, internet crimes, etc.) that affect the safety or well-being of the community.
22. Leaders identify and adopt new strategies and technologies to respond to emerging social trends (e.g., social media, internet crimes, etc.) that affect the safety or well-being of the community. A
22. Leaders identify and adopt new strategies and technologies to respond to emerging social trends (e.g., social media, internet crimes, etc.) that affect the safety or well-being of the community. B+
22. Leaders identify and adopt new strategies and technologies to respond to emerging social trends (e.g., social media, internet crimes, etc.) that affect the safety or well-being of the community. B
22. Leaders identify and adopt new strategies and technologies to respond to emerging social trends (e.g., social media, internet crimes, etc.) that affect the safety or well-being of the community. C
22. Leaders identify and adopt new strategies and technologies to respond to emerging social trends (e.g., social media, internet crimes, etc.) that affect the safety or well-being of the community. D
22. Leaders identify and adopt new strategies and technologies to respond to emerging social trends (e.g., social media, internet crimes, etc.) that affect the safety or well-being of the community. F
23. Leaders make prudent, informed, cost effective, and community sensitive decisions as whether and how to use a new methods and technologies (e.g., crime mapping, hot spot analysis, etc.) and policing strategies to better achieve mission goals (e.g., community policing, problem-oriented policing, predictive policing).
23. Leaders make prudent, informed, cost effective, and community sensitive decisions as whether and how to use a new methods and technologies (e.g., crime mapping, hot spot analysis, etc.) and policing strategies to better achieve mission goals (e.g., community policing, problem-oriented policing, predictive policing). A
23. Leaders make prudent, informed, cost effective, and community sensitive decisions as whether and how to use a new methods and technologies (e.g., crime mapping, hot spot analysis, etc.) and policing strategies to better achieve mission goals (e.g., community policing, problem-oriented policing, predictive policing). B+
23. Leaders make prudent, informed, cost effective, and community sensitive decisions as whether and how to use a new methods and technologies (e.g., crime mapping, hot spot analysis, etc.) and policing strategies to better achieve mission goals (e.g., community policing, problem-oriented policing, predictive policing). B
23. Leaders make prudent, informed, cost effective, and community sensitive decisions as whether and how to use a new methods and technologies (e.g., crime mapping, hot spot analysis, etc.) and policing strategies to better achieve mission goals (e.g., community policing, problem-oriented policing, predictive policing). C
23. Leaders make prudent, informed, cost effective, and community sensitive decisions as whether and how to use a new methods and technologies (e.g., crime mapping, hot spot analysis, etc.) and policing strategies to better achieve mission goals (e.g., community policing, problem-oriented policing, predictive policing). D
23. Leaders make prudent, informed, cost effective, and community sensitive decisions as whether and how to use a new methods and technologies (e.g., crime mapping, hot spot analysis, etc.) and policing strategies to better achieve mission goals (e.g., community policing, problem-oriented policing, predictive policing). F
24. The FPD operates with honesty and openness and provides information to the public as often as possible without compromising privacy rights, confidentiality laws, and the integrity of investigations.
24. The FPD operates with honesty and openness and provides information to the public as often as possible without compromising privacy rights, confidentiality laws, and the integrity of investigations. A
24. The FPD operates with honesty and openness and provides information to the public as often as possible without compromising privacy rights, confidentiality laws, and the integrity of investigations. B+
24. The FPD operates with honesty and openness and provides information to the public as often as possible without compromising privacy rights, confidentiality laws, and the integrity of investigations. B
24. The FPD operates with honesty and openness and provides information to the public as often as possible without compromising privacy rights, confidentiality laws, and the integrity of investigations. C
24. The FPD operates with honesty and openness and provides information to the public as often as possible without compromising privacy rights, confidentiality laws, and the integrity of investigations. D
24. The FPD operates with honesty and openness and provides information to the public as often as possible without compromising privacy rights, confidentiality laws, and the integrity of investigations. F
I ND ICATE WHETHER YOU AGREE OR DISAGREE WITH EACH OF THE FOLLOWING STATEMENTS.A = Very Strongly Agree B+ = Strongly agree B = Agree C = Disagree D - Strongly Disagree F= Very Strongly Disagree
I ND ICATE WHETHER YOU AGREE OR DISAGREE WITH EACH OF THE FOLLOWING STATEMENTS.A = Very Strongly Agree B+ = Strongly agree B = Agree C = Disagree D - Strongly Disagree F= Very Strongly Disagree
I ND ICATE WHETHER YOU AGREE OR DISAGREE WITH EACH OF THE FOLLOWING STATEMENTS.A = Very Strongly Agree B+ = Strongly agree B = Agree C = Disagree D - Strongly Disagree F= Very Strongly Disagree
I ND ICATE WHETHER YOU AGREE OR DISAGREE WITH EACH OF THE FOLLOWING STATEMENTS.A = Very Strongly Agree B+ = Strongly agree B = Agree C = Disagree D - Strongly Disagree F= Very Strongly Disagree
I ND ICATE WHETHER YOU AGREE OR DISAGREE WITH EACH OF THE FOLLOWING STATEMENTS.A = Very Strongly Agree B+ = Strongly agree B = Agree C = Disagree D - Strongly Disagree F= Very Strongly Disagree
I ND ICATE WHETHER YOU AGREE OR DISAGREE WITH EACH OF THE FOLLOWING STATEMENTS.A = Very Strongly Agree B+ = Strongly agree B = Agree C = Disagree D - Strongly Disagree F= Very Strongly Disagree
I ND ICATE WHETHER YOU AGREE OR DISAGREE WITH EACH OF THE FOLLOWING STATEMENTS.A = Very Strongly Agree B+ = Strongly agree B = Agree C = Disagree D - Strongly Disagree F= Very Strongly Disagree
25. The overall impact of the DROP program has been detrimental to morale and performance.
25. The overall impact of the DROP program has been detrimental to morale and performance. A
25. The overall impact of the DROP program has been detrimental to morale and performance. B+
25. The overall impact of the DROP program has been detrimental to morale and performance. B
25. The overall impact of the DROP program has been detrimental to morale and performance. C
25. The overall impact of the DROP program has been detrimental to morale and performance. D
25. The overall impact of the DROP program has been detrimental to morale and performance. F
26. As new funds become available to the FPD, top priority should be placed on raising the compensation of current officers rather than hiring new ones to fulfill staffing needs.
26. As new funds become available to the FPD, top priority should be placed on raising the compensation of current officers rather than hiring new ones to fulfill staffing needs. A
26. As new funds become available to the FPD, top priority should be placed on raising the compensation of current officers rather than hiring new ones to fulfill staffing needs. B+
26. As new funds become available to the FPD, top priority should be placed on raising the compensation of current officers rather than hiring new ones to fulfill staffing needs. B
26. As new funds become available to the FPD, top priority should be placed on raising the compensation of current officers rather than hiring new ones to fulfill staffing needs. C
26. As new funds become available to the FPD, top priority should be placed on raising the compensation of current officers rather than hiring new ones to fulfill staffing needs. D
26. As new funds become available to the FPD, top priority should be placed on raising the compensation of current officers rather than hiring new ones to fulfill staffing needs. F
27. With rare exceptions, FPD management leads by example and earns the respect of the line level sworn employees.
27. With rare exceptions, FPD management leads by example and earns the respect of the line level sworn employees. A
27. With rare exceptions, FPD management leads by example and earns the respect of the line level sworn employees. B+
27. With rare exceptions, FPD management leads by example and earns the respect of the line level sworn employees. B
27. With rare exceptions, FPD management leads by example and earns the respect of the line level sworn employees. C
27. With rare exceptions, FPD management leads by example and earns the respect of the line level sworn employees. D
27. With rare exceptions, FPD management leads by example and earns the respect of the line level sworn employees. F
28. In my unit/division, management consistently makes assignment and promotion decisions based on merit and experience.
28. In my unit/division, management consistently makes assignment and promotion decisions based on merit and experience. A
28. In my unit/division, management consistently makes assignment and promotion decisions based on merit and experience. B+
28. In my unit/division, management consistently makes assignment and promotion decisions based on merit and experience. B
28. In my unit/division, management consistently makes assignment and promotion decisions based on merit and experience. C
28. In my unit/division, management consistently makes assignment and promotion decisions based on merit and experience. D
28. In my unit/division, management consistently makes assignment and promotion decisions based on merit and experience. F
29. In my unit/division, FPD efforts to achieve greater diversity has resulted in the hiring of persons of doubtful qualifications and has negatively affected performance.
29. In my unit/division, FPD efforts to achieve greater diversity has resulted in the hiring of persons of doubtful qualifications and has negatively affected performance. A
29. In my unit/division, FPD efforts to achieve greater diversity has resulted in the hiring of persons of doubtful qualifications and has negatively affected performance. B+
29. In my unit/division, FPD efforts to achieve greater diversity has resulted in the hiring of persons of doubtful qualifications and has negatively affected performance. B
29. In my unit/division, FPD efforts to achieve greater diversity has resulted in the hiring of persons of doubtful qualifications and has negatively affected performance. C
29. In my unit/division, FPD efforts to achieve greater diversity has resulted in the hiring of persons of doubtful qualifications and has negatively affected performance. D
29. In my unit/division, FPD efforts to achieve greater diversity has resulted in the hiring of persons of doubtful qualifications and has negatively affected performance. F
30. My supervisor is more concerned with achieving good numbers (e.g. arrests, citations issued, productivity data) than good policing results.
30. My supervisor is more concerned with achieving good numbers (e.g. arrests, citations issued, productivity data) than good policing results. A
30. My supervisor is more concerned with achieving good numbers (e.g. arrests, citations issued, productivity data) than good policing results. B+
30. My supervisor is more concerned with achieving good numbers (e.g. arrests, citations issued, productivity data) than good policing results. B
30. My supervisor is more concerned with achieving good numbers (e.g. arrests, citations issued, productivity data) than good policing results. C
30. My supervisor is more concerned with achieving good numbers (e.g. arrests, citations issued, productivity data) than good policing results. D
30. My supervisor is more concerned with achieving good numbers (e.g. arrests, citations issued, productivity data) than good policing results. F
31. Other than when first employed as a sworn employee, patrol division assignments generally are used to punish or discipline officers.
31. Other than when first employed as a sworn employee, patrol division assignments generally are used to punish or discipline officers. A
31. Other than when first employed as a sworn employee, patrol division assignments generally are used to punish or discipline officers. B+
31. Other than when first employed as a sworn employee, patrol division assignments generally are used to punish or discipline officers. B
31. Other than when first employed as a sworn employee, patrol division assignments generally are used to punish or discipline officers. C
31. Other than when first employed as a sworn employee, patrol division assignments generally are used to punish or discipline officers. D
31. Other than when first employed as a sworn employee, patrol division assignments generally are used to punish or discipline officers. F
