Tag: Model Answer

[Solved] AIFP Week 1 Assignment

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Executive Solution Overview

**To prepare:** – Research and select an advanced issue in forensic psychology from the “Master List of Advanced Issues in Forensic Psychology,” in the Learning Resources that will be the topic of your Final Project throughout the course. **Note:** The issue may be the same issue you identified for …

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Assignment Prompt & Instructions

**To prepare:**
– Research and select an advanced issue in forensic psychology from the “Master List of Advanced Issues in Forensic Psychology,” in the Learning Resources that will be the topic of your Final Project throughout the course. **Note:** The issue may be the same issue you identified for this week’s Discussion, or you may choose a different issue from the “Master List of Advanced Issues in Forensic Psychology,” in the Learning Resources.
– Consider how you would describe the issue and explain why you selected it.
– Identify at least 4 scholarly resources related to your chosen issue—3 current peer-reviewed journal articles (not older than 5 years) and 1 resource from this week’s Learning Resources or from your own internet search of a scholarly resource.
– Review the “Final Project Overview” document, located in the Learning Resources, to familiarize yourself with the overall requirements for the Final Project. Manage your time accordingly.
– For your Assignment, use the graduate course APA Course Paper Template (APA 7) accessed from the “Walden Templates” web resource in the Learning Resources.
**Assignment** (1- to 2-page paper, not including title page and references page)Address the following in your paper:
– Briefly explain the background of the current advanced issue in forensic psychology you selected from the “Master List of Advanced Issues in Forensic Psychology” in the Learning Resources and why you selected it.
– Identify at least one unique population impacted by your select issue.
– Include at least 4 scholarly resources relevant to your chosen advanced issue—3 current peer-reviewed journal articles (not older than 5 years) and 1 different scholarly resource from this week’s Learning Resources or your own internet search of a scholarly resource.
\
FPSY8400_WK01_MasterListofAdvancedIssuesinForensicPsychology.pdf](https://www.sweetstudy.com/files/fpsy8400-wk01-masterlistofadvancedissuesinforensicpsychology-pdf-10380859 "FPSY8400_WK01_MasterListofAdvancedIssuesinForensicPsychology.pdf")
\
APA_Course_Paper_Template_with_Abstract_and_Advice_APA_7.docx](https://www.sweetstudy.com/files/apa-course-paper-template-with-abstract-and-advice-apa-7-docx-10380861 "APA_Course_Paper_Template_with_Abstract_and_Advice_APA_7.docx")

November 5, 2026
[Solved] mutistep equations algabra

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Executive Solution Overview

-3(p-1)=9p-45 -16-7(2a+3)=23-2a 2(4w-1)=-10(w-3)+4

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Assignment Prompt & Instructions

-3(p-1)=9p-45
-16-7(2a+3)=23-2a
2(4w-1)=-10(w-3)+4

November 5, 2026
[Solved] Nursing

✓ Verified Academic Solution Available

Executive Solution Overview

\ 17559634961397509742974571701584.jpg](https://www.sweetstudy.com/files/17559634961397509742974571701584-jpg "17559634961397509742974571701584.jpg") \ 17559635562012662896299339170868.jpg](https://www.sweetstudy.com/files/17559635562012662896299339170868-jpg "17559635562012662896299339170868.jpg"…

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Assignment Prompt & Instructions

\
17559634961397509742974571701584.jpg](https://www.sweetstudy.com/files/17559634961397509742974571701584-jpg "17559634961397509742974571701584.jpg")
\
17559635562012662896299339170868.jpg](https://www.sweetstudy.com/files/17559635562012662896299339170868-jpg "17559635562012662896299339170868.jpg")

November 5, 2026
[Solved] Assign

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Executive Solution Overview

– ## Guidancetofollow.docx – ## Unit2AssignmentDirections.docx **## Guidancetofollow.docx** Guidance to follow I encourage you to build your project format following the requirements established in each project's final step. I am going to give you the key to success. I am a fan of headings/subheadin…

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Assignment Prompt & Instructions

– ## Guidancetofollow.docx

– ## Unit2AssignmentDirections.docx

**## Guidancetofollow.docx**

Guidance to follow

I encourage you to build your project format following the requirements established in each project's final step. I am going to give you the key to success. I am a fan of headings/subheadings in the final project that directly reflect the defined requirements. You should format all your submissions in this manner. Doing so makes it easy for me to see that you are addressing the criteria specified in that assignment. It leaves less room for me to make my interpretation since you will make it clear that you have addressed the rubrics of the assignment. This will also keep you on track to success by preventing scope creep. There is no space to add unnecessary material. I look for executive writing at the graduate level, which directly translates to being clear and concise. Be aware that steps must be consolidated/coordinated in the final submission, not just cut and pasted together.

So…

I recommend showing me the direct relation between your material and what is being graded ‐ use formatting (headings/subheadings/appendices) to establish the correlation.

I strongly encourage you to complete your profiles as asked in an earlier post. This is the first window to build relationships amongst your peers in the course.

Additional Guidance

Posted Aug 13, 2025 9:29 AM

I encorage the use of Appeciecesin your papers. They can be used to keep the main content clear and concise while adding the detailed background information needed to inform the main content. Here are tips to be successful in their use.

1. If there is a page requirement for X pages. The main content should be no more, no less. Caveat: I only count between the first letter in the Introduction to the last letter in the Conclusion (what I call the main content of the paper).

2. Appendices should be placed after the references section and each Appendix should begin on its own page. Titled as Appendix A, B, C, etc.

3. The full document must be formatted in APA, even Appendices.

4. Appendices should include more than a table or figure. There should be paragraphed context in each Appendix to support the table or figure. They are best presented as if I can pull a single appendix out and understand it as a stand-alone document.

5. Paragraphs should be ~5 sentences.

**## Unit2AssignmentDirections.docx**

Unit 2 Assignment Directions:

Risk-Assessment Strategy

Purpose

In this assignment, you will detail the risk-assessment plan and strategy for your organization that you described in your discussion post. You have demonstrated that you understand their core business functions and mission. Your risk assessment should be tailored to that understanding. If you implement the risk-management controls recommended by NIST, another standards body, or a trade association for your industry, you will be demonstrating compliance with government requirements. This means that if there is a breach, your legal office can provide a written justification that maps your compliance to your direct business services. This will also support any insurance claims and help to maintain your business reputation.

Directions

Write a detailed overview and analysis of the fundamentals of risk management in cybersecurity for your organization that you described in your discussion post. You may choose one of the following two options for formatting your response (see details below):

· Option A: A 4- to 6-page paper
**OR**

· Option B: A matrix (sample provided below) and a 2- to 3-page narrative

Regardless of which format you choose, be sure to address all the following elements:

1.
**Write a substantive executive summary** that includes the following:

a. A brief statement on the purpose and scope of the RA

b. Your focus on the current organizational assessment

c. Your risk-mitigation and management strategy

d. Cited references to authorities that show the organization’s compliance with government requirements, industry best practices (NIST), or other standards

2.
**Assess the cybersecurity posture** of your chosen organization. Be sure to include the following:

a. Describe your organization's business goals, mission, objectives, and how the requirements would support them.

b. Use the implementation tiers in NIST to assess your organization’s current situation.

c. List vulnerabilities, countermeasures, and recommendations for improvement.

3.
**Apply the NIST RMF framework:**

a. Explain in more detail how to use NIST 800-53 (rev.5), NIST 800-30, and the new NIST 2.0 to create a comprehensive strategy.

b. Explain what actions you would take to align your business strategy with the recommended NIST best practices.

c. Clearly map the business objectives and goals to a cybersecurity plan. Include all the following key measures:

i. Prepare the organization.

ii. Categorize system and information.

iii. Select a range of 4–6 NIST SP 800-53 controls.

iv. Implement the controls and document how controls were deployed.

v. Assess whether the controls are in place, operating as intended, and producing the desired outcomes.

vi. Authorize risk-based decision-making.

vii. Continuously monitor implementation and risks to the system.

4.
**Evidence of skills:** Demonstrate your knowledge of risk-assessment protocols as well as legal and regulatory compliance.

5.
**Write** the paper with an organized, logical flow of information. Cite authoritative sources sufficiently to show that your analysis is based on the resources provided or other documents you find through your research. Please use a consistent citation style.

Executive Summary Features

Here are some ideas for what to include in your executive summary. A CEO should be able to use your summary for decision-making purposes. An executive summary includes a brief statement of the issue, which helps the executive understand the topic (risk mitigation and management).

As stated in the directions, cite the authorities you are using to show compliance with government requirements, industry best practices (e.g., NIST), or other standards. To analyze the importance of these requirements and best practices, one approach would be to follow the suggestions below.

Explain briefly how the templates and their rationale provide assurances to the CEO that these requirements reduce the organization’s cybersecurity risk. One way to do this is to cite a specific requirement as an example and explain how it is applied. Then you may also want to talk briefly about a technological solution you are using to assist you in this effort. You can then list some of the vulnerabilities your organization has in the system and explain how you will address them, Finally, you could discuss how you will make sure that you are ensuring compliance (e.g., continuous monitoring, establishing a training program that requires quarterly testing, or some other methods that demonstrate active participation).

To remind yourself how to cite references, visit the Library’s
[APA Document Formatting (7th Edition)](https://libguides.umgc.edu/apa-document-formatting) and
[APA 7th Edition Citation Examples](https://libguides.umgc.edu/apa-examples).

Format

Click the "+" to expand each section below.

**Suggested Outline for Option A: Paper**

**Suggested Outline for Option B: Narrative and Matrix**

Submission

· Review the Unit 2 Risk-Assessment Strategy Rubric to understand how you will be assessed on this assignment.

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/assign-2-of-cg)

![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/assign-2-of-cg)

![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/assign-2-of-cg)

## image4.png

## image5.png

## image6.png

## image7.png

## image8.png

## image1.png

## image2.png

## image3.png

**## Unit2AssignmentDirections.docx**

Unit 2 Assignment Directions:

Risk-Assessment Strategy

Purpose

In this assignment, you will detail the risk-assessment plan and strategy for your organization that you described in your discussion post. You have demonstrated that you understand their core business functions and mission. Your risk assessment should be tailored to that understanding. If you implement the risk-management controls recommended by NIST, another standards body, or a trade association for your industry, you will be demonstrating compliance with government requirements. This means that if there is a breach, your legal office can provide a written justification that maps your compliance to your direct business services. This will also support any insurance claims and help to maintain your business reputation.

Directions

Write a detailed overview and analysis of the fundamentals of risk management in cybersecurity for your organization that you described in your discussion post. You may choose one of the following two options for formatting your response (see details below):

· Option A: A 4- to 6-page paper
**OR**

· Option B: A matrix (sample provided below) and a 2- to 3-page narrative

Regardless of which format you choose, be sure to address all the following elements:

1.
**Write a substantive executive summary** that includes the following:

a. A brief statement on the purpose and scope of the RA

b. Your focus on the current organizational assessment

c. Your risk-mitigation and management strategy

d. Cited references to authorities that show the organization’s compliance with government requirements, industry best practices (NIST), or other standards

2.
**Assess the cybersecurity posture** of your chosen organization. Be sure to include the following:

a. Describe your organization's business goals, mission, objectives, and how the requirements would support them.

b. Use the implementation tiers in NIST to assess your organization’s current situation.

c. List vulnerabilities, countermeasures, and recommendations for improvement.

3.
**Apply the NIST RMF framework:**

a. Explain in more detail how to use NIST 800-53 (rev.5), NIST 800-30, and the new NIST 2.0 to create a comprehensive strategy.

b. Explain what actions you would take to align your business strategy with the recommended NIST best practices.

c. Clearly map the business objectives and goals to a cybersecurity plan. Include all the following key measures:

i. Prepare the organization.

ii. Categorize system and information.

iii. Select a range of 4–6 NIST SP 800-53 controls.

iv. Implement the controls and document how controls were deployed.

v. Assess whether the controls are in place, operating as intended, and producing the desired outcomes.

vi. Authorize risk-based decision-making.

vii. Continuously monitor implementation and risks to the system.

4.
**Evidence of skills:** Demonstrate your knowledge of risk-assessment protocols as well as legal and regulatory compliance.

5.
**Write** the paper with an organized, logical flow of information. Cite authoritative sources sufficiently to show that your analysis is based on the resources provided or other documents you find through your research. Please use a consistent citation style.

Executive Summary Features

Here are some ideas for what to include in your executive summary. A CEO should be able to use your summary for decision-making purposes. An executive summary includes a brief statement of the issue, which helps the executive understand the topic (risk mitigation and management).

As stated in the directions, cite the authorities you are using to show compliance with government requirements, industry best practices (e.g., NIST), or other standards. To analyze the importance of these requirements and best practices, one approach would be to follow the suggestions below.

Explain briefly how the templates and their rationale provide assurances to the CEO that these requirements reduce the organization’s cybersecurity risk. One way to do this is to cite a specific requirement as an example and explain how it is applied. Then you may also want to talk briefly about a technological solution you are using to assist you in this effort. You can then list some of the vulnerabilities your organization has in the system and explain how you will address them, Finally, you could discuss how you will make sure that you are ensuring compliance (e.g., continuous monitoring, establishing a training program that requires quarterly testing, or some other methods that demonstrate active participation).

To remind yourself how to cite references, visit the Library’s
[APA Document Formatting (7th Edition)](https://libguides.umgc.edu/apa-document-formatting) and
[APA 7th Edition Citation Examples](https://libguides.umgc.edu/apa-examples).

Format

Click the "+" to expand each section below.

**Suggested Outline for Option A: Paper**

**Suggested Outline for Option B: Narrative and Matrix**

Submission

· Review the Unit 2 Risk-Assessment Strategy Rubric to understand how you will be assessed on this assignment.

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/assign-2-of-cg)

![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/assign-2-of-cg)

![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/assign-2-of-cg)

## image4.png

## image5.png

## image6.png

## image7.png

## image8.png

## image1.png

## image2.png

## image3.png

**## Guidancetofollow.docx**

Guidance to follow

I encourage you to build your project format following the requirements established in each project's final step. I am going to give you the key to success. I am a fan of headings/subheadings in the final project that directly reflect the defined requirements. You should format all your submissions in this manner. Doing so makes it easy for me to see that you are addressing the criteria specified in that assignment. It leaves less room for me to make my interpretation since you will make it clear that you have addressed the rubrics of the assignment. This will also keep you on track to success by preventing scope creep. There is no space to add unnecessary material. I look for executive writing at the graduate level, which directly translates to being clear and concise. Be aware that steps must be consolidated/coordinated in the final submission, not just cut and pasted together.

So…

I recommend showing me the direct relation between your material and what is being graded ‐ use formatting (headings/subheadings/appendices) to establish the correlation.

I strongly encourage you to complete your profiles as asked in an earlier post. This is the first window to build relationships amongst your peers in the course.

Additional Guidance

Posted Aug 13, 2025 9:29 AM

I encorage the use of Appeciecesin your papers. They can be used to keep the main content clear and concise while adding the detailed background information needed to inform the main content. Here are tips to be successful in their use.

1. If there is a page requirement for X pages. The main content should be no more, no less. Caveat: I only count between the first letter in the Introduction to the last letter in the Conclusion (what I call the main content of the paper).

2. Appendices should be placed after the references section and each Appendix should begin on its own page. Titled as Appendix A, B, C, etc.

3. The full document must be formatted in APA, even Appendices.

4. Appendices should include more than a table or figure. There should be paragraphed context in each Appendix to support the table or figure. They are best presented as if I can pull a single appendix out and understand it as a stand-alone document.

5. Paragraphs should be ~5 sentences.

**## Unit2AssignmentDirections.docx**

Unit 2 Assignment Directions:

Risk-Assessment Strategy

Purpose

In this assignment, you will detail the risk-assessment plan and strategy for your organization that you described in your discussion post. You have demonstrated that you understand their core business functions and mission. Your risk assessment should be tailored to that understanding. If you implement the risk-management controls recommended by NIST, another standards body, or a trade association for your industry, you will be demonstrating compliance with government requirements. This means that if there is a breach, your legal office can provide a written justification that maps your compliance to your direct business services. This will also support any insurance claims and help to maintain your business reputation.

Directions

Write a detailed overview and analysis of the fundamentals of risk management in cybersecurity for your organization that you described in your discussion post. You may choose one of the following two options for formatting your response (see details below):

· Option A: A 4- to 6-page paper
**OR**

· Option B: A matrix (sample provided below) and a 2- to 3-page narrative

Regardless of which format you choose, be sure to address all the following elements:

1.
**Write a substantive executive summary** that includes the following:

a. A brief statement on the purpose and scope of the RA

b. Your focus on the current organizational assessment

c. Your risk-mitigation and management strategy

d. Cited references to authorities that show the organization’s compliance with government requirements, industry best practices (NIST), or other standards

2.
**Assess the cybersecurity posture** of your chosen organization. Be sure to include the following:

a. Describe your organization's business goals, mission, objectives, and how the requirements would support them.

b. Use the implementation tiers in NIST to assess your organization’s current situation.

c. List vulnerabilities, countermeasures, and recommendations for improvement.

3.
**Apply the NIST RMF framework:**

a. Explain in more detail how to use NIST 800-53 (rev.5), NIST 800-30, and the new NIST 2.0 to create a comprehensive strategy.

b. Explain what actions you would take to align your business strategy with the recommended NIST best practices.

c. Clearly map the business objectives and goals to a cybersecurity plan. Include all the following key measures:

i. Prepare the organization.

ii. Categorize system and information.

iii. Select a range of 4–6 NIST SP 800-53 controls.

iv. Implement the controls and document how controls were deployed.

v. Assess whether the controls are in place, operating as intended, and producing the desired outcomes.

vi. Authorize risk-based decision-making.

vii. Continuously monitor implementation and risks to the system.

4.
**Evidence of skills:** Demonstrate your knowledge of risk-assessment protocols as well as legal and regulatory compliance.

5.
**Write** the paper with an organized, logical flow of information. Cite authoritative sources sufficiently to show that your analysis is based on the resources provided or other documents you find through your research. Please use a consistent citation style.

Executive Summary Features

Here are some ideas for what to include in your executive summary. A CEO should be able to use your summary for decision-making purposes. An executive summary includes a brief statement of the issue, which helps the executive understand the topic (risk mitigation and management).

As stated in the directions, cite the authorities you are using to show compliance with government requirements, industry best practices (e.g., NIST), or other standards. To analyze the importance of these requirements and best practices, one approach would be to follow the suggestions below.

Explain briefly how the templates and their rationale provide assurances to the CEO that these requirements reduce the organization’s cybersecurity risk. One way to do this is to cite a specific requirement as an example and explain how it is applied. Then you may also want to talk briefly about a technological solution you are using to assist you in this effort. You can then list some of the vulnerabilities your organization has in the system and explain how you will address them, Finally, you could discuss how you will make sure that you are ensuring compliance (e.g., continuous monitoring, establishing a training program that requires quarterly testing, or some other methods that demonstrate active participation).

To remind yourself how to cite references, visit the Library’s
[APA Document Formatting (7th Edition)](https://libguides.umgc.edu/apa-document-formatting) and
[APA 7th Edition Citation Examples](https://libguides.umgc.edu/apa-examples).

Format

Click the "+" to expand each section below.

**Suggested Outline for Option A: Paper**

**Suggested Outline for Option B: Narrative and Matrix**

Submission

· Review the Unit 2 Risk-Assessment Strategy Rubric to understand how you will be assessed on this assignment.

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/assign-2-of-cg)

![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/assign-2-of-cg)

![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/assign-2-of-cg)

## image4.png

## image5.png

## image6.png

## image7.png

## image8.png

## image1.png

## image2.png

## image3.png

**## Guidancetofollow.docx**

Guidance to follow

I encourage you to build your project format following the requirements established in each project's final step. I am going to give you the key to success. I am a fan of headings/subheadings in the final project that directly reflect the defined requirements. You should format all your submissions in this manner. Doing so makes it easy for me to see that you are addressing the criteria specified in that assignment. It leaves less room for me to make my interpretation since you will make it clear that you have addressed the rubrics of the assignment. This will also keep you on track to success by preventing scope creep. There is no space to add unnecessary material. I look for executive writing at the graduate level, which directly translates to being clear and concise. Be aware that steps must be consolidated/coordinated in the final submission, not just cut and pasted together.

So…

I recommend showing me the direct relation between your material and what is being graded ‐ use formatting (headings/subheadings/appendices) to establish the correlation.

I strongly encourage you to complete your profiles as asked in an earlier post. This is the first window to build relationships amongst your peers in the course.

Additional Guidance

Posted Aug 13, 2025 9:29 AM

I encorage the use of Appeciecesin your papers. They can be used to keep the main content clear and concise while adding the detailed background information needed to inform the main content. Here are tips to be successful in their use.

1. If there is a page requirement for X pages. The main content should be no more, no less. Caveat: I only count between the first letter in the Introduction to the last letter in the Conclusion (what I call the main content of the paper).

2. Appendices should be placed after the references section and each Appendix should begin on its own page. Titled as Appendix A, B, C, etc.

3. The full document must be formatted in APA, even Appendices.

4. Appendices should include more than a table or figure. There should be paragraphed context in each Appendix to support the table or figure. They are best presented as if I can pull a single appendix out and understand it as a stand-alone document.

5. Paragraphs should be ~5 sentences.

**## Unit2AssignmentDirections.docx**

Unit 2 Assignment Directions:

Risk-Assessment Strategy

Purpose

In this assignment, you will detail the risk-assessment plan and strategy for your organization that you described in your discussion post. You have demonstrated that you understand their core business functions and mission. Your risk assessment should be tailored to that understanding. If you implement the risk-management controls recommended by NIST, another standards body, or a trade association for your industry, you will be demonstrating compliance with government requirements. This means that if there is a breach, your legal office can provide a written justification that maps your compliance to your direct business services. This will also support any insurance claims and help to maintain your business reputation.

Directions

Write a detailed overview and analysis of the fundamentals of risk management in cybersecurity for your organization that you described in your discussion post. You may choose one of the following two options for formatting your response (see details below):

· Option A: A 4- to 6-page paper
**OR**

· Option B: A matrix (sample provided below) and a 2- to 3-page narrative

Regardless of which format you choose, be sure to address all the following elements:

1.
**Write a substantive executive summary** that includes the following:

a. A brief statement on the purpose and scope of the RA

b. Your focus on the current organizational assessment

c. Your risk-mitigation and management strategy

d. Cited references to authorities that show the organization’s compliance with government requirements, industry best practices (NIST), or other standards

2.
**Assess the cybersecurity posture** of your chosen organization. Be sure to include the following:

a. Describe your organization's business goals, mission, objectives, and how the requirements would support them.

b. Use the implementation tiers in NIST to assess your organization’s current situation.

c. List vulnerabilities, countermeasures, and recommendations for improvement.

3.
**Apply the NIST RMF framework:**

a. Explain in more detail how to use NIST 800-53 (rev.5), NIST 800-30, and the new NIST 2.0 to create a comprehensive strategy.

b. Explain what actions you would take to align your business strategy with the recommended NIST best practices.

c. Clearly map the business objectives and goals to a cybersecurity plan. Include all the following key measures:

i. Prepare the organization.

ii. Categorize system and information.

iii. Select a range of 4–6 NIST SP 800-53 controls.

iv. Implement the controls and document how controls were deployed.

v. Assess whether the controls are in place, operating as intended, and producing the desired outcomes.

vi. Authorize risk-based decision-making.

vii. Continuously monitor implementation and risks to the system.

4.
**Evidence of skills:** Demonstrate your knowledge of risk-assessment protocols as well as legal and regulatory compliance.

5.
**Write** the paper with an organized, logical flow of information. Cite authoritative sources sufficiently to show that your analysis is based on the resources provided or other documents you find through your research. Please use a consistent citation style.

Executive Summary Features

Here are some ideas for what to include in your executive summary. A CEO should be able to use your summary for decision-making purposes. An executive summary includes a brief statement of the issue, which helps the executive understand the topic (risk mitigation and management).

As stated in the directions, cite the authorities you are using to show compliance with government requirements, industry best practices (e.g., NIST), or other standards. To analyze the importance of these requirements and best practices, one approach would be to follow the suggestions below.

Explain briefly how the templates and their rationale provide assurances to the CEO that these requirements reduce the organization’s cybersecurity risk. One way to do this is to cite a specific requirement as an example and explain how it is applied. Then you may also want to talk briefly about a technological solution you are using to assist you in this effort. You can then list some of the vulnerabilities your organization has in the system and explain how you will address them, Finally, you could discuss how you will make sure that you are ensuring compliance (e.g., continuous monitoring, establishing a training program that requires quarterly testing, or some other methods that demonstrate active participation).

To remind yourself how to cite references, visit the Library’s
[APA Document Formatting (7th Edition)](https://libguides.umgc.edu/apa-document-formatting) and
[APA 7th Edition Citation Examples](https://libguides.umgc.edu/apa-examples).

Format

Click the "+" to expand each section below.

**Suggested Outline for Option A: Paper**

**Suggested Outline for Option B: Narrative and Matrix**

Submission

· Review the Unit 2 Risk-Assessment Strategy Rubric to understand how you will be assessed on this assignment.

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![](https://www.sweetstudy.com/questions/assign-2-of-cg)

![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/assign-2-of-cg)

![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/assign-2-of-cg)

![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/assign-2-of-cg)

## image4.png

## image5.png

## image6.png

## image7.png

## image8.png

## image1.png

## image2.png

## image3.png

– 1
– 2

November 5, 2026
[Solved] WK4 DQ1

✓ Verified Academic Solution Available

Executive Solution Overview

– ## WK4DQ1.docx **## WK4DQ1.docx** **Week Four Discussion # 1** Please read Chapter 23 entitled "Words and Actions" on page 122 in Fortenberry text. Answer question four on page 126. 500 WORDS 1. Read each question — there may be more than one. 2. Post your responses in the appropriate threads. …

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Assignment Prompt & Instructions

– ## WK4DQ1.docx

**## WK4DQ1.docx**

**Week Four Discussion # 1**

Please read Chapter 23 entitled "Words and Actions" on page 122 in Fortenberry text. Answer question four on page 126. 500 WORDS

1. Read each question — there may be more than one.

2. Post your responses in the appropriate threads.

3. Responses should be of sufficient length with proper grammar.

4. Respond to at least two of your classmates' postings with EACH question. There is a penalty of loss of points for less than minimum posts. This feature will keep you engaged.

5. Review your postings to see who has responded to you.

6. Be sure to answer ALL QUESTIONS.

Please find below additional information on how to compose your initial response to the Discussion prompt as well as how to respond to a post by one of your peers.

·
[Week Four DB Example response](https://nationalu.brightspace.com/content/enforced/115471-HCA624-45490-2508/Week%20Four/Week%20One%20Discussion%20Board%20Example%20response-1.pdf) – PDF Document
_(262 KB)_

**## WK4DQ1.docx**

**Week Four Discussion # 1**

Please read Chapter 23 entitled "Words and Actions" on page 122 in Fortenberry text. Answer question four on page 126. 500 WORDS

1. Read each question — there may be more than one.

2. Post your responses in the appropriate threads.

3. Responses should be of sufficient length with proper grammar.

4. Respond to at least two of your classmates' postings with EACH question. There is a penalty of loss of points for less than minimum posts. This feature will keep you engaged.

5. Review your postings to see who has responded to you.

6. Be sure to answer ALL QUESTIONS.

Please find below additional information on how to compose your initial response to the Discussion prompt as well as how to respond to a post by one of your peers.

·
[Week Four DB Example response](https://nationalu.brightspace.com/content/enforced/115471-HCA624-45490-2508/Week%20Four/Week%20One%20Discussion%20Board%20Example%20response-1.pdf) – PDF Document
_(262 KB)_

November 5, 2026
[Solved] Applied Sciences wk4 assignment

✓ Verified Academic Solution Available

Executive Solution Overview

– ## WK4ASSIGNMENT.docx – ## WeekFour-RUBIC.pdf **## WK4ASSIGNMENT.docx** **Week Four – Signature Assignment** **(PLO 1,4,11). CLO 1,2,3) (Competencies IE2, IE3,IE5,IE6,H1, C1,C4)** **External Environmental Assessment:** This is an assessment of the external environment affecting a healthcare organi…

Instant Solution Download
$6.99

Immediate access to the full model answer, formatted citations, and rubric breakdown.

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Have this question answered from scratch according to your specific instructions and deadline.
Order on TutorsGallery →

Assignment Prompt & Instructions

– ## WK4ASSIGNMENT.docx

– ## WeekFour-RUBIC.pdf

**## WK4ASSIGNMENT.docx**

**Week Four – Signature Assignment**

**(PLO 1,4,11). CLO 1,2,3) (Competencies IE2, IE3,IE5,IE6,H1, C1,C4)**

**External Environmental Assessment:**

This is an assessment of the external environment affecting a healthcare organization selected by the student.

**Purpose**: To develop skills for understanding the environmental relationships between various health organizations and their stakeholders and prepare a report on the external environmental factors that affect a healthcare organization's delivery of care and marketing.

Select a health care provider organization, preferably a hospital or physician group practice. Conduct an external environmental assessment for the organization. Be sure the assessment covers the business, demographic, ethnocultural, political, and regulatory issues. Include a diagram showing the environmental forces you have identified and the interrelationships among them and with the organization.

When you have completed the assessment, make a note of at least five apparent threats that are facing the organization as well as at least five opportunities. Write a
**3 to 5 page paper and discuss the following: With multiple references and in text citations.**

· What sources of data did you use and why?

· What are the business, demographic, ethnocultural, political, and regulatory issues.

· Type of strategic planning tools to understand and analyze the data.

· What actions would you recommend?

**## WeekFour-RUBIC.pdf**

Week Four Signature Assignment – External

Environmental Analysis (PLO 1,4,11). CLO 1,2,3)

(Competencies IE2,IE3,IE5,IE6,H1, C1,C4)
Course: HCA624 Healthcare Planning & Marketin

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

1 of 7 8/23/25, 8:38 AM

[https://nationalu.brightspace.com/d2l/home/115471](https://nationalu.brightspace.com/d2l/home/115471)

[https://nationalu.brightspace.com/d2l/lms/dropbox/user/folders_list.d2l?ou=115471](https://nationalu.brightspace.com/d2l/lms/dropbox/user/folders_list.d2l?ou=115471)

[https://nationalu.brightspace.com/d2l/lms/dropbox/user/folders_list.d2l?ou=115471](https://nationalu.brightspace.com/d2l/lms/dropbox/user/folders_list.d2l?ou=115471)

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Crit

eri

on

1

Env

iro

nm

ent

al

ana

lysi

s

incl

ude

s 5

opp

ort

uni

ties

and

5

thr

eat

s.

Dat

a

sou

rce

s

are

list

ed

PL

O 4

C4

L1

/ 100100 points

Analysis of the
external
environmental
assessment
including listing
of five apparent
threats at least
five
opportunities.

90 points

Partial analysis
of an external
environmental
assessment for
the organization
and includes: –
five apparent
threats at least
five
opportunities.

80 points

Partial or no
analysis of an
environmental
analysis or
listing of
results of the
analysis

70 points

Attempt at
conducting an
analysis of
the
organization
does not
include an
environmental
analysis or
assessment.

60 points

No attempt at
Conducting
an external
environmental
assessment
for the
organization

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

2 of 7 8/23/25, 8:38 AM

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

(De

vel

ope

d)

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

3 of 7 8/23/25, 8:38 AM

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Crit

eri

on

2:

Rel

eva

nt

sta

keh

old

ers

are

ide

ntif

ied

and

ide

as

are

pre

sen

ted

in a

logi

cal

fas

hio

n.

PL

O 1

IE5,

IE6

L1

De

vel

ope

/ 5050 points

Relevant
stakeholders are
identified, and
Ideas are
logically aligned
and presented in
a logical way,
leading the
reader to
reasonable
conclusions.

45 points

Relevant
stakeholders are
identified but
ideas are not
presented in a
logical way for
the reader to
reach reasonable
conclusions.

40 points

Few or no
relevant
stakeholders
are identified
and they are
not presented
in a logical
manner.

35 points

No relevant
stakeholders
are not
identified.
Ideas are not
aligned
logically to
connect
stakeholder
and
organizational
needs

30 points

There are no
stakeholders
identified,
and ideas are
not logically
presented or
inadequately
developed.

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

4 of 7 8/23/25, 8:38 AM

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

d

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

5 of 7 8/23/25, 8:38 AM

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Crit

eri

on

3:

Ass

ess

es

the

imp

act

of

the

situ

atio

n

on

aff

ect

ed

indi

vid

ual

s

wit

h a

dia

gra

m

and

rec

om

me

nde

d

acti

ons

/ 2525 points

A diagram
showing the
environmental
forces and the
interrelationships
among them and
with the
organization is
included.

22 points

A diagram
showing the
environmental
forces, however
the
interrelationships
among them and
with the
organization is
not aligned.

20 points

A diagram
showing the
environmental
forces is
included, but
there is no
mention of
the
relationship
between
them.

17 points

An
environmental
analysis is
included, but
there is no
discussion
offered.

15 points

No
environmental
analysis or a
diagram is
included in
paper.

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

6 of 7 8/23/25, 8:38 AM

Total / 200

Overall Score

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

PL

O

1

H1

C1

IE3

Criteria Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Criterion

4 Sources

and APA

format

PLO11 IE2

/ 2525 points

Incorporates
at least five
(5) sources
excluding the
textbook.

Accurately
applies APA
7th ed.
guidelines for
all

22 points

Incorporates
less than five
(5) scholarly
sources and
other non-
peer-
reviewed
sources.

20 points

Incorporates
less than
three (3)
scholarly
sources and
other non-
peer-
reviewed
sources.

Multiple
errors in
applying
APA 7th ed.

17 points

Incorporates
less than
three (3)
scholarly
sources.

Multiple
errors in
applying
APA 7th ed.
guidelines for
all

15 points

Does not
meet sources
or APA
guidelines
requirements.

Excellent
200 points
minimum

Developed
180 points
minimum

Needs

Improvement
160 points
minimum

Significantly

Underdeveloped
140 points minimum

Non-

performance
120 points
minimum

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

7 of 7 8/23/25, 8:38 AM

**## WeekFour-RUBIC.pdf**

Week Four Signature Assignment – External

Environmental Analysis (PLO 1,4,11). CLO 1,2,3)

(Competencies IE2,IE3,IE5,IE6,H1, C1,C4)
Course: HCA624 Healthcare Planning & Marketin

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

1 of 7 8/23/25, 8:38 AM

[https://nationalu.brightspace.com/d2l/home/115471](https://nationalu.brightspace.com/d2l/home/115471)

[https://nationalu.brightspace.com/d2l/lms/dropbox/user/folders_list.d2l?ou=115471](https://nationalu.brightspace.com/d2l/lms/dropbox/user/folders_list.d2l?ou=115471)

[https://nationalu.brightspace.com/d2l/lms/dropbox/user/folders_list.d2l?ou=115471](https://nationalu.brightspace.com/d2l/lms/dropbox/user/folders_list.d2l?ou=115471)

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Crit

eri

on

1

Env

iro

nm

ent

al

ana

lysi

s

incl

ude

s 5

opp

ort

uni

ties

and

5

thr

eat

s.

Dat

a

sou

rce

s

are

list

ed

PL

O 4

C4

L1

/ 100100 points

Analysis of the
external
environmental
assessment
including listing
of five apparent
threats at least
five
opportunities.

90 points

Partial analysis
of an external
environmental
assessment for
the organization
and includes: –
five apparent
threats at least
five
opportunities.

80 points

Partial or no
analysis of an
environmental
analysis or
listing of
results of the
analysis

70 points

Attempt at
conducting an
analysis of
the
organization
does not
include an
environmental
analysis or
assessment.

60 points

No attempt at
Conducting
an external
environmental
assessment
for the
organization

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

2 of 7 8/23/25, 8:38 AM

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

(De

vel

ope

d)

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

3 of 7 8/23/25, 8:38 AM

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Crit

eri

on

2:

Rel

eva

nt

sta

keh

old

ers

are

ide

ntif

ied

and

ide

as

are

pre

sen

ted

in a

logi

cal

fas

hio

n.

PL

O 1

IE5,

IE6

L1

De

vel

ope

/ 5050 points

Relevant
stakeholders are
identified, and
Ideas are
logically aligned
and presented in
a logical way,
leading the
reader to
reasonable
conclusions.

45 points

Relevant
stakeholders are
identified but
ideas are not
presented in a
logical way for
the reader to
reach reasonable
conclusions.

40 points

Few or no
relevant
stakeholders
are identified
and they are
not presented
in a logical
manner.

35 points

No relevant
stakeholders
are not
identified.
Ideas are not
aligned
logically to
connect
stakeholder
and
organizational
needs

30 points

There are no
stakeholders
identified,
and ideas are
not logically
presented or
inadequately
developed.

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

4 of 7 8/23/25, 8:38 AM

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

d

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

5 of 7 8/23/25, 8:38 AM

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Crit

eri

on

3:

Ass

ess

es

the

imp

act

of

the

situ

atio

n

on

aff

ect

ed

indi

vid

ual

s

wit

h a

dia

gra

m

and

rec

om

me

nde

d

acti

ons

/ 2525 points

A diagram
showing the
environmental
forces and the
interrelationships
among them and
with the
organization is
included.

22 points

A diagram
showing the
environmental
forces, however
the
interrelationships
among them and
with the
organization is
not aligned.

20 points

A diagram
showing the
environmental
forces is
included, but
there is no
mention of
the
relationship
between
them.

17 points

An
environmental
analysis is
included, but
there is no
discussion
offered.

15 points

No
environmental
analysis or a
diagram is
included in
paper.

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

6 of 7 8/23/25, 8:38 AM

Total / 200

Overall Score

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

PL

O

1

H1

C1

IE3

Criteria Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Criterion

4 Sources

and APA

format

PLO11 IE2

/ 2525 points

Incorporates
at least five
(5) sources
excluding the
textbook.

Accurately
applies APA
7th ed.
guidelines for
all

22 points

Incorporates
less than five
(5) scholarly
sources and
other non-
peer-
reviewed
sources.

20 points

Incorporates
less than
three (3)
scholarly
sources and
other non-
peer-
reviewed
sources.

Multiple
errors in
applying
APA 7th ed.

17 points

Incorporates
less than
three (3)
scholarly
sources.

Multiple
errors in
applying
APA 7th ed.
guidelines for
all

15 points

Does not
meet sources
or APA
guidelines
requirements.

Excellent
200 points
minimum

Developed
180 points
minimum

Needs

Improvement
160 points
minimum

Significantly

Underdeveloped
140 points minimum

Non-

performance
120 points
minimum

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

7 of 7 8/23/25, 8:38 AM

**## WK4ASSIGNMENT.docx**

**Week Four – Signature Assignment**

**(PLO 1,4,11). CLO 1,2,3) (Competencies IE2, IE3,IE5,IE6,H1, C1,C4)**

**External Environmental Assessment:**

This is an assessment of the external environment affecting a healthcare organization selected by the student.

**Purpose**: To develop skills for understanding the environmental relationships between various health organizations and their stakeholders and prepare a report on the external environmental factors that affect a healthcare organization's delivery of care and marketing.

Select a health care provider organization, preferably a hospital or physician group practice. Conduct an external environmental assessment for the organization. Be sure the assessment covers the business, demographic, ethnocultural, political, and regulatory issues. Include a diagram showing the environmental forces you have identified and the interrelationships among them and with the organization.

When you have completed the assessment, make a note of at least five apparent threats that are facing the organization as well as at least five opportunities. Write a
**3 to 5 page paper and discuss the following: With multiple references and in text citations.**

· What sources of data did you use and why?

· What are the business, demographic, ethnocultural, political, and regulatory issues.

· Type of strategic planning tools to understand and analyze the data.

· What actions would you recommend?

**## WeekFour-RUBIC.pdf**

Week Four Signature Assignment – External

Environmental Analysis (PLO 1,4,11). CLO 1,2,3)

(Competencies IE2,IE3,IE5,IE6,H1, C1,C4)
Course: HCA624 Healthcare Planning & Marketin

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

1 of 7 8/23/25, 8:38 AM

[https://nationalu.brightspace.com/d2l/home/115471](https://nationalu.brightspace.com/d2l/home/115471)

[https://nationalu.brightspace.com/d2l/lms/dropbox/user/folders_list.d2l?ou=115471](https://nationalu.brightspace.com/d2l/lms/dropbox/user/folders_list.d2l?ou=115471)

[https://nationalu.brightspace.com/d2l/lms/dropbox/user/folders_list.d2l?ou=115471](https://nationalu.brightspace.com/d2l/lms/dropbox/user/folders_list.d2l?ou=115471)

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Crit

eri

on

1

Env

iro

nm

ent

al

ana

lysi

s

incl

ude

s 5

opp

ort

uni

ties

and

5

thr

eat

s.

Dat

a

sou

rce

s

are

list

ed

PL

O 4

C4

L1

/ 100100 points

Analysis of the
external
environmental
assessment
including listing
of five apparent
threats at least
five
opportunities.

90 points

Partial analysis
of an external
environmental
assessment for
the organization
and includes: –
five apparent
threats at least
five
opportunities.

80 points

Partial or no
analysis of an
environmental
analysis or
listing of
results of the
analysis

70 points

Attempt at
conducting an
analysis of
the
organization
does not
include an
environmental
analysis or
assessment.

60 points

No attempt at
Conducting
an external
environmental
assessment
for the
organization

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

2 of 7 8/23/25, 8:38 AM

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

(De

vel

ope

d)

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

3 of 7 8/23/25, 8:38 AM

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Crit

eri

on

2:

Rel

eva

nt

sta

keh

old

ers

are

ide

ntif

ied

and

ide

as

are

pre

sen

ted

in a

logi

cal

fas

hio

n.

PL

O 1

IE5,

IE6

L1

De

vel

ope

/ 5050 points

Relevant
stakeholders are
identified, and
Ideas are
logically aligned
and presented in
a logical way,
leading the
reader to
reasonable
conclusions.

45 points

Relevant
stakeholders are
identified but
ideas are not
presented in a
logical way for
the reader to
reach reasonable
conclusions.

40 points

Few or no
relevant
stakeholders
are identified
and they are
not presented
in a logical
manner.

35 points

No relevant
stakeholders
are not
identified.
Ideas are not
aligned
logically to
connect
stakeholder
and
organizational
needs

30 points

There are no
stakeholders
identified,
and ideas are
not logically
presented or
inadequately
developed.

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

4 of 7 8/23/25, 8:38 AM

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

d

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

5 of 7 8/23/25, 8:38 AM

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Crit

eri

on

3:

Ass

ess

es

the

imp

act

of

the

situ

atio

n

on

aff

ect

ed

indi

vid

ual

s

wit

h a

dia

gra

m

and

rec

om

me

nde

d

acti

ons

/ 2525 points

A diagram
showing the
environmental
forces and the
interrelationships
among them and
with the
organization is
included.

22 points

A diagram
showing the
environmental
forces, however
the
interrelationships
among them and
with the
organization is
not aligned.

20 points

A diagram
showing the
environmental
forces is
included, but
there is no
mention of
the
relationship
between
them.

17 points

An
environmental
analysis is
included, but
there is no
discussion
offered.

15 points

No
environmental
analysis or a
diagram is
included in
paper.

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

6 of 7 8/23/25, 8:38 AM

Total / 200

Overall Score

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

PL

O

1

H1

C1

IE3

Criteria Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Criterion

4 Sources

and APA

format

PLO11 IE2

/ 2525 points

Incorporates
at least five
(5) sources
excluding the
textbook.

Accurately
applies APA
7th ed.
guidelines for
all

22 points

Incorporates
less than five
(5) scholarly
sources and
other non-
peer-
reviewed
sources.

20 points

Incorporates
less than
three (3)
scholarly
sources and
other non-
peer-
reviewed
sources.

Multiple
errors in
applying
APA 7th ed.

17 points

Incorporates
less than
three (3)
scholarly
sources.

Multiple
errors in
applying
APA 7th ed.
guidelines for
all

15 points

Does not
meet sources
or APA
guidelines
requirements.

Excellent
200 points
minimum

Developed
180 points
minimum

Needs

Improvement
160 points
minimum

Significantly

Underdeveloped
140 points minimum

Non-

performance
120 points
minimum

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

7 of 7 8/23/25, 8:38 AM

**## WK4ASSIGNMENT.docx**

**Week Four – Signature Assignment**

**(PLO 1,4,11). CLO 1,2,3) (Competencies IE2, IE3,IE5,IE6,H1, C1,C4)**

**External Environmental Assessment:**

This is an assessment of the external environment affecting a healthcare organization selected by the student.

**Purpose**: To develop skills for understanding the environmental relationships between various health organizations and their stakeholders and prepare a report on the external environmental factors that affect a healthcare organization's delivery of care and marketing.

Select a health care provider organization, preferably a hospital or physician group practice. Conduct an external environmental assessment for the organization. Be sure the assessment covers the business, demographic, ethnocultural, political, and regulatory issues. Include a diagram showing the environmental forces you have identified and the interrelationships among them and with the organization.

When you have completed the assessment, make a note of at least five apparent threats that are facing the organization as well as at least five opportunities. Write a
**3 to 5 page paper and discuss the following: With multiple references and in text citations.**

· What sources of data did you use and why?

· What are the business, demographic, ethnocultural, political, and regulatory issues.

· Type of strategic planning tools to understand and analyze the data.

· What actions would you recommend?

**## WeekFour-RUBIC.pdf**

Week Four Signature Assignment – External

Environmental Analysis (PLO 1,4,11). CLO 1,2,3)

(Competencies IE2,IE3,IE5,IE6,H1, C1,C4)
Course: HCA624 Healthcare Planning & Marketin

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

1 of 7 8/23/25, 8:38 AM

[https://nationalu.brightspace.com/d2l/home/115471](https://nationalu.brightspace.com/d2l/home/115471)

[https://nationalu.brightspace.com/d2l/lms/dropbox/user/folders_list.d2l?ou=115471](https://nationalu.brightspace.com/d2l/lms/dropbox/user/folders_list.d2l?ou=115471)

[https://nationalu.brightspace.com/d2l/lms/dropbox/user/folders_list.d2l?ou=115471](https://nationalu.brightspace.com/d2l/lms/dropbox/user/folders_list.d2l?ou=115471)

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Crit

eri

on

1

Env

iro

nm

ent

al

ana

lysi

s

incl

ude

s 5

opp

ort

uni

ties

and

5

thr

eat

s.

Dat

a

sou

rce

s

are

list

ed

PL

O 4

C4

L1

/ 100100 points

Analysis of the
external
environmental
assessment
including listing
of five apparent
threats at least
five
opportunities.

90 points

Partial analysis
of an external
environmental
assessment for
the organization
and includes: –
five apparent
threats at least
five
opportunities.

80 points

Partial or no
analysis of an
environmental
analysis or
listing of
results of the
analysis

70 points

Attempt at
conducting an
analysis of
the
organization
does not
include an
environmental
analysis or
assessment.

60 points

No attempt at
Conducting
an external
environmental
assessment
for the
organization

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

2 of 7 8/23/25, 8:38 AM

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

(De

vel

ope

d)

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

3 of 7 8/23/25, 8:38 AM

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Crit

eri

on

2:

Rel

eva

nt

sta

keh

old

ers

are

ide

ntif

ied

and

ide

as

are

pre

sen

ted

in a

logi

cal

fas

hio

n.

PL

O 1

IE5,

IE6

L1

De

vel

ope

/ 5050 points

Relevant
stakeholders are
identified, and
Ideas are
logically aligned
and presented in
a logical way,
leading the
reader to
reasonable
conclusions.

45 points

Relevant
stakeholders are
identified but
ideas are not
presented in a
logical way for
the reader to
reach reasonable
conclusions.

40 points

Few or no
relevant
stakeholders
are identified
and they are
not presented
in a logical
manner.

35 points

No relevant
stakeholders
are not
identified.
Ideas are not
aligned
logically to
connect
stakeholder
and
organizational
needs

30 points

There are no
stakeholders
identified,
and ideas are
not logically
presented or
inadequately
developed.

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

4 of 7 8/23/25, 8:38 AM

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

d

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

5 of 7 8/23/25, 8:38 AM

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Crit

eri

on

3:

Ass

ess

es

the

imp

act

of

the

situ

atio

n

on

aff

ect

ed

indi

vid

ual

s

wit

h a

dia

gra

m

and

rec

om

me

nde

d

acti

ons

/ 2525 points

A diagram
showing the
environmental
forces and the
interrelationships
among them and
with the
organization is
included.

22 points

A diagram
showing the
environmental
forces, however
the
interrelationships
among them and
with the
organization is
not aligned.

20 points

A diagram
showing the
environmental
forces is
included, but
there is no
mention of
the
relationship
between
them.

17 points

An
environmental
analysis is
included, but
there is no
discussion
offered.

15 points

No
environmental
analysis or a
diagram is
included in
paper.

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

6 of 7 8/23/25, 8:38 AM

Total / 200

Overall Score

Crite
ria

Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

PL

O

1

H1

C1

IE3

Criteria Excellent Developed
Needs
Improvement

Significantly
Underdevelop
ed

Non-
Performance

Criterion
Score

Criterion

4 Sources

and APA

format

PLO11 IE2

/ 2525 points

Incorporates
at least five
(5) sources
excluding the
textbook.

Accurately
applies APA
7th ed.
guidelines for
all

22 points

Incorporates
less than five
(5) scholarly
sources and
other non-
peer-
reviewed
sources.

20 points

Incorporates
less than
three (3)
scholarly
sources and
other non-
peer-
reviewed
sources.

Multiple
errors in
applying
APA 7th ed.

17 points

Incorporates
less than
three (3)
scholarly
sources.

Multiple
errors in
applying
APA 7th ed.
guidelines for
all

15 points

Does not
meet sources
or APA
guidelines
requirements.

Excellent
200 points
minimum

Developed
180 points
minimum

Needs

Improvement
160 points
minimum

Significantly

Underdeveloped
140 points minimum

Non-

performance
120 points
minimum

Week Four – Signature Assignment (PLO 1,4,11). CLO 1,2,3) (Compete… https://nationalu.brightspace.com/d2l/lms/dropbox/user/folder_submit_fi…

7 of 7 8/23/25, 8:38 AM

– 1
– 2

November 5, 2026
[Solved] FAWA 2

✓ Verified Academic Solution Available

Executive Solution Overview

1. Please assist with this assignment – ## Instructions.docx **## Instructions.docx** This assessment target ELOs: 400-SMC-1011.1.2 (F101: Strategic Change) 400-SMC-1011.1.3 (F102: Global Force Management, Sourcing, and Synchronization 400-SMC-1011.1.4 (F103: Developing Army Organizational capabilit…

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Assignment Prompt & Instructions

1. Please assist with this assignment

– ## Instructions.docx

**## Instructions.docx**

This assessment target ELOs:

400-SMC-1011.1.2 (F101: Strategic Change)

400-SMC-1011.1.3 (F102: Global Force Management, Sourcing, and Synchronization

400-SMC-1011.1.4 (F103: Developing Army Organizational capability)

400-SMC-1011.1.5 (F104: Planning, Programming, Budgeting, and Execution (PPBE) Process and The Total Army Analysis (TAA))

400-SMC-1011.1.6 (F105 – Developing Materiel Capability

400-SMC-1011.1.9 (F108: Force Management White Paper)

400-SMC-1011.1.10 (F109): The Staff Study

In keeping with SGM-A Policy, we are committed to the practice and protection of academic integrity. Cheating in any form represents a fraud, compromises authentic learning and, if plagiarism, it is a theft. If we detect cheating, it will result in zero points for the assignment and additional administrative processing per SGM-A Policy Memorandum No. 17, Academic Integrity.

Instructions:

You will write a no less than 750-word to no greater than 1250-word (not including the cover and reference pages) paper thoroughly discussing two of the following six focused-areas presented during this series (You pick the two). To meet the standard a minimum of one reference (evidence) must be effectively used for your response.

FA – 1: Explain Phase 1 and Phase 2 of the Total Army Analysis. In your explanation, answer the following two questions. What is the product of these two phases and what is the importance of that product? Provide concrete examples to support your explanation. (F103)

Use document

· U.S. Army War College. (2025). 2023-2027
_How the Army runs: A senior leader reference handbook._ Chapter 4 (Paragraphs 4-5 through 4-13) (8 pages) and Chapter 6 (paragraphs 6-1 through 6-21) (13 pages)

FA – 2: Explain the connection between the Joint Capabilities Integration and Development System (JCIDS) and the Defense Acquisition System (DAS) in terms of materiel development (F105).

FA – 3: Explain how the National Security Strategy (NSS) and the National Defense Strategy (NDS) affect Force Management. Provide concrete and relevant examples to support your explanation. (F102)

FA – 4: Explain the organizational roles of the Army Commands (ACOMs) in Force Management and how they help the Army to modernize, organize, and generate change to establish and field mission-ready forces for the Combatant Commands (COCOMs). Support your response with concrete, relevant examples. (F103)

FA – 5: Explain and provide an example of how the white paper process could shape the future force. (F108)

Use document

· TRADOC Pam 71-20-3 (2011), The U.S. Army Training and Doctrine Command Concept Development Guide, Appx E (CONOPS and White Papers, para. E-1 and E-2), (1 page).

· TRADOC Regulation 71-20 (2013), Concept Development, Capabilities Determination, and Capabilities Integration, Chapter 3, (5 pages)

FA – 6: Explain how a staff study helps the staff identify the problem while following a logical sequence to produce a justifiable solution for the commander. Support your analysis with examples or scenarios. (F109)

In academic writing, format is as important as content. The format allows you to organize your findings in a logical sequence while promoting clarity. The required format for your writing assignment is the American Psychological (APA) style, Seventh Edition. APA citations are expected a minimum of 1 reference is required, an abstract is not. Per each response and IAW APA guidelines, you must properly cite and reference borrowed material, and paraphrase accordingly to avoid plagiarism. See below for example on how to structure your assignment.

Structure of Paper

(This is the mandatory format you will follow)

Title Page – Standard SMC format.

Body of the Paper – Standard APA 7 format for the body of the paper. The response should present a well-organized answer based on research, facts, logic and your ideas about the selected focused-area topics. Part of this assessment requires critical and creative thinking to weave the two selected focused-areas in a single, cohesive paper. This means you will have an introduction which ends with your thesis statement, appropriate level headings, and a conclusion. This body of the paper should flow from point to point with clear transitions between points. The conventions of good academic writing apply – spelling, grammar, logic, reasoning, and use of evidence to support your position. Review the assignment instructions, Purdue OWL, and the assessment rubric as you start and before submitting this assessment.

References Page – You must use proper citations and references to identify borrowed material and avoid plagiarism. To meet the standard a minimum of one reference (evidence) must be effectively used for each response. The only source for APA that you will use is located at http://owl.english.purdue.edu/owl/resource/560/01/.

Expectations

Your writing should focus on more than just the facts. How well you demonstrate your knowledge of the facts and your understanding of those facts in a greater context will help determine your grade (i.e., how these facts affect a period of history, how the introduction of this organism into the ecosystem affects the environments, how this sequence of events led to the development of …) Your writing should be well written and prepared. We will look for specific elements when reading your assignment. Refer to the instructions above and the grading rubric for details.

Your F-AWA should be:

FOCUSED: Your F-AWA should address all parts of the topic-area without many random ideas, which have little or nothing to do with the topic. Students often think that adding random facts or ideas will help improve their grade because they know them. The opposite is true – adding random, unrelated ideas or facts usually result in the reduction of points from your grade.

STRUCTURED: You know what you want to write, but your ability to communicate that knowledge to your instructor depends on how well you structure your F-AWA. Take the time to make a rough outline of what you want to write and in what order you want to present it. Stream of consciousness writing (putting things on paper as you think of them) will result in a mediocre grade at best.

DOCUMENTED: Your F-AWA must go beyond a simple statement of act. The instructor is looking for the correct content, yes, but more importantly, for your understanding of the content. So, always include relevant facts, figures, examples, and tests (the phosphate test showed a ph. of …), etc. With the writing assignment, how well you document your content will often make the difference between an A and B grade.

WELL-PRESENTED: Students who do not use the accepted rules of English are often thought to be less competent or knowledgeable than those who do. If you have all the elements of a well- prepared written assignment, your use of language, sentence structure, or spelling will make it easy to understand what you are trying to say, your grade will demonstrate how well you communicate in writing. Make sure you use good sentence structure, grammar, and spelling.

**## Instructions.docx**

This assessment target ELOs:

400-SMC-1011.1.2 (F101: Strategic Change)

400-SMC-1011.1.3 (F102: Global Force Management, Sourcing, and Synchronization

400-SMC-1011.1.4 (F103: Developing Army Organizational capability)

400-SMC-1011.1.5 (F104: Planning, Programming, Budgeting, and Execution (PPBE) Process and The Total Army Analysis (TAA))

400-SMC-1011.1.6 (F105 – Developing Materiel Capability

400-SMC-1011.1.9 (F108: Force Management White Paper)

400-SMC-1011.1.10 (F109): The Staff Study

In keeping with SGM-A Policy, we are committed to the practice and protection of academic integrity. Cheating in any form represents a fraud, compromises authentic learning and, if plagiarism, it is a theft. If we detect cheating, it will result in zero points for the assignment and additional administrative processing per SGM-A Policy Memorandum No. 17, Academic Integrity.

Instructions:

You will write a no less than 750-word to no greater than 1250-word (not including the cover and reference pages) paper thoroughly discussing two of the following six focused-areas presented during this series (You pick the two). To meet the standard a minimum of one reference (evidence) must be effectively used for your response.

FA – 1: Explain Phase 1 and Phase 2 of the Total Army Analysis. In your explanation, answer the following two questions. What is the product of these two phases and what is the importance of that product? Provide concrete examples to support your explanation. (F103)

Use document

· U.S. Army War College. (2025). 2023-2027
_How the Army runs: A senior leader reference handbook._ Chapter 4 (Paragraphs 4-5 through 4-13) (8 pages) and Chapter 6 (paragraphs 6-1 through 6-21) (13 pages)

FA – 2: Explain the connection between the Joint Capabilities Integration and Development System (JCIDS) and the Defense Acquisition System (DAS) in terms of materiel development (F105).

FA – 3: Explain how the National Security Strategy (NSS) and the National Defense Strategy (NDS) affect Force Management. Provide concrete and relevant examples to support your explanation. (F102)

FA – 4: Explain the organizational roles of the Army Commands (ACOMs) in Force Management and how they help the Army to modernize, organize, and generate change to establish and field mission-ready forces for the Combatant Commands (COCOMs). Support your response with concrete, relevant examples. (F103)

FA – 5: Explain and provide an example of how the white paper process could shape the future force. (F108)

Use document

· TRADOC Pam 71-20-3 (2011), The U.S. Army Training and Doctrine Command Concept Development Guide, Appx E (CONOPS and White Papers, para. E-1 and E-2), (1 page).

· TRADOC Regulation 71-20 (2013), Concept Development, Capabilities Determination, and Capabilities Integration, Chapter 3, (5 pages)

FA – 6: Explain how a staff study helps the staff identify the problem while following a logical sequence to produce a justifiable solution for the commander. Support your analysis with examples or scenarios. (F109)

In academic writing, format is as important as content. The format allows you to organize your findings in a logical sequence while promoting clarity. The required format for your writing assignment is the American Psychological (APA) style, Seventh Edition. APA citations are expected a minimum of 1 reference is required, an abstract is not. Per each response and IAW APA guidelines, you must properly cite and reference borrowed material, and paraphrase accordingly to avoid plagiarism. See below for example on how to structure your assignment.

Structure of Paper

(This is the mandatory format you will follow)

Title Page – Standard SMC format.

Body of the Paper – Standard APA 7 format for the body of the paper. The response should present a well-organized answer based on research, facts, logic and your ideas about the selected focused-area topics. Part of this assessment requires critical and creative thinking to weave the two selected focused-areas in a single, cohesive paper. This means you will have an introduction which ends with your thesis statement, appropriate level headings, and a conclusion. This body of the paper should flow from point to point with clear transitions between points. The conventions of good academic writing apply – spelling, grammar, logic, reasoning, and use of evidence to support your position. Review the assignment instructions, Purdue OWL, and the assessment rubric as you start and before submitting this assessment.

References Page – You must use proper citations and references to identify borrowed material and avoid plagiarism. To meet the standard a minimum of one reference (evidence) must be effectively used for each response. The only source for APA that you will use is located at http://owl.english.purdue.edu/owl/resource/560/01/.

Expectations

Your writing should focus on more than just the facts. How well you demonstrate your knowledge of the facts and your understanding of those facts in a greater context will help determine your grade (i.e., how these facts affect a period of history, how the introduction of this organism into the ecosystem affects the environments, how this sequence of events led to the development of …) Your writing should be well written and prepared. We will look for specific elements when reading your assignment. Refer to the instructions above and the grading rubric for details.

Your F-AWA should be:

FOCUSED: Your F-AWA should address all parts of the topic-area without many random ideas, which have little or nothing to do with the topic. Students often think that adding random facts or ideas will help improve their grade because they know them. The opposite is true – adding random, unrelated ideas or facts usually result in the reduction of points from your grade.

STRUCTURED: You know what you want to write, but your ability to communicate that knowledge to your instructor depends on how well you structure your F-AWA. Take the time to make a rough outline of what you want to write and in what order you want to present it. Stream of consciousness writing (putting things on paper as you think of them) will result in a mediocre grade at best.

DOCUMENTED: Your F-AWA must go beyond a simple statement of act. The instructor is looking for the correct content, yes, but more importantly, for your understanding of the content. So, always include relevant facts, figures, examples, and tests (the phosphate test showed a ph. of …), etc. With the writing assignment, how well you document your content will often make the difference between an A and B grade.

WELL-PRESENTED: Students who do not use the accepted rules of English are often thought to be less competent or knowledgeable than those who do. If you have all the elements of a well- prepared written assignment, your use of language, sentence structure, or spelling will make it easy to understand what you are trying to say, your grade will demonstrate how well you communicate in writing. Make sure you use good sentence structure, grammar, and spelling.

November 5, 2026
[Solved] Business Finance – Management APA assignment

✓ Verified Academic Solution Available

Executive Solution Overview

– ## EXERCISEASSIGNMENTINSTRUCTIONS.docx – ## THOUGHTS_ON_SERVANT-LEADERSHIP.pdf – EBSCO-FullText-08_23_2025.pdf – How_Directors_or_Service_Coord.pdf **## EXERCISEASSIGNMENTINSTRUCTIONS.docx** Write a 900-word paper, in APA format that discusses three 3 of the six 6 levels of Bloom’s Taxonom…

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– ## THOUGHTS_ON_SERVANT-LEADERSHIP.pdf

– EBSCO-FullText-08_23_2025.pdf
– How_Directors_or_Service_Coord.pdf

**## EXERCISEASSIGNMENTINSTRUCTIONS.docx**

Write a 900-word paper, in APA format that discusses three 3 of the six 6 levels of Bloom’s Taxonomy as it relates to Servant Leadership. As an example, does the article demonstrate drawing connections among ideas? This would correspond to the analyze level. Prepare a standard APA reference page.

Prepare an annotated bibliography with three (3) required unique

scholarly sources. The bibliography will be structured as follows: APA formatted reference

(minimum 250 words for each Annotated Bibliography entry) followed by summary of key

points, evaluation of the quality of the publication, evaluation of the quality of the author(s),

where this fits into the assignment, and the library database in which you found the article.

• Title Page

• Abstract

• Narrative

• References

• Annotated Bibliography

Use and cite the material in the attachment.

**## THOUGHTS_ON_SERVANT-LEADERSHIP.pdf**

15

THOUGHTS ON SERVANT-LEADERSHIP IN THE

MODERN ERA

—COMPILED BY LARRY C. SPEARS

“Servant-leadership is now part of the vocabulary of enlightened

leadership. Bob Greenleaf, along with other notables such as

McGregor, Drucker, and Follett, has created a new thought-world of

leadership that contains such virtues as growth, responsibility and

love.”

Warren Bennis, author of On Leadership

“I truly believe that servant-leadership has never been more

applicable to the world of leadership than it is today.”

Ken Blanchard, author of The Heart of Leadership

“We are each indebted to Greenleaf for bringing spirit and values

into the workplace. His ideas will have enduring value for every

generation of leaders.”

Peter Block, author of Stewardship

“Serve the people well. And the rest will take care of itself.”

Cheryl Bachelder, author of Dare to Serve

The International Journal of Servant-Leadership, 2023, vol, 17, issue 1, 15-20

16

“Our Servant Leadership School focuses on walking with those

seeking to deepen their spiritual practices as they serve those on the

margins. Through the gift of spirituality as leadership, we continue to

walk this road together.”

Cheryl Broetje, Broetje Family Trust

“Anyone can be a servant-leader. Any one of us can take initiative; it

doesn’t require that we be appointed a leader; but it does require that

we operate from moral authority. The spirit of servant-leadership is

the spirit of moral authority.”

Stephen R. Covey, author of The 7 Habits of Highly Effective

People

“The first responsibility of a leader is to define reality. The last is to

say thank you. In between, the leader is a servant.”

Max DePree, author of Leadership is an Art

“Servant-leadership represents an ideal form of leading, by

empowering and serving others.”

Satinder K. Dhiman, editor-in-chief, The Palgrave Handbook of

Servant-Leadership

“Greenleaf upheld the idea that the essence of servant-leadership

flows beneath the inherent potential of the human community and

can be genuinely approached by people of all faiths and leaders of all

creeds.”

Shann Ray Ferch, author of Forgiveness and Power in the Age of

Atrocity

17

“The servant-leader is servant first. Becoming a servant-leader

begins with the natural feeling that one wants to serve, to serve first.”

Robert K. Greenleaf, author of The Servant as Leader

“With its deeper resonances in our spiritual traditions, Greenleaf

reminds us that the essence of leadership is service, and therefore the

welfare of people. Anchored in this way, we can distinguish between

the tools of influence, persuasion, and power from the orienting

values defining leadership to which these tools are applied.”

Ronald Heifetz, author of Leadership Without Easy Answers

“The most difficult step, Greenleaf has written, that any developing

servant-leader must take, is to begin the personal journey toward

wholeness and self-discovery.”

Joseph Jaworski, author of Synchronicity

“Everybody can be great, because everybody can serve. You only

need a heart full of grace, a soul generated by love.”

Rev. Dr. Martin Luther King, Jr., minister and civil rights activist

“Robert K. Greenleaf’s work has struck a resonant chord in the

minds and hearts of scholars and practitioners alike. His message

lives through others, the true legacy of a servant-leader.”

James Kouzes, co-author of The Leadership Challenge

“Freedom is not a state; it is an act. It is not some enchanted garden

perched high on a distant plateau where we can finally sit down and

rest. Freedom is the continuous action we all must take, and each

generation must do its part to create an even more fair, more just

society.”

18

Rep. John Lewis, civil rights pioneer and U.S. Representative from

Georgia

“I stand here before you, not as a prophet, but as a humble servant of

you, the people.”

Nelson Mandela, former president of South Africa

“Robert Greenleaf takes us beyond cynicism and cheap tricks and

simplified techniques into the heart of the matter, into the spiritual

lives of those who lead.”

Parker Palmer, author of The Courage to Teach

“Servant-leadership is more than a concept. As far as I’m concerned,

it is a fact. I would simply define it by saying that any great leader,

by which I also mean an ethical leader of any group, will see herself

or himself primarily as a servant of that group and will act

accordingly.”

M. Scott Peck, author of The Road Less Traveled

“No one in the past 30 years has had a more profound impact on

thinking about leadership than Robert Greenleaf. If we sought an

objective measure of the quality of leadership available to society,

there would be none better than the number of people reading and

studying his writings.”

Peter M. Senge, author of The Fifth Discipline

“Servant-leadership, in its ethic of love, care and service to the least

privileged, is a potential antidote to patriarchal binds.”

Jiying Song, co-author/co-editor of Servant-Leadership, Feminism,

and Gender Well-Being

19

“Servant-leadership offers hope and wisdom for a new era in human

development, and for the creation of better, more caring institutions.”

Larry C. Spears, Servant-Leadership Scholar, Gonzaga University

“Real leaders are not blinded by the trappings of power but recognize

their role as servant.”

Archbishop Desmond Tutu, human rights activist and theologian

“I believe that Greenleaf knew so much when he said the criterion of

successful servant-leadership is that those we serve are healthier and

wiser and freer and more autonomous, and perhaps they even loved

our leadership so much that they also want to serve others.”

Margaret Wheatley, author of Leadership and the New Science

“Those being served must grow and evolve as persons, and those

least privileged in society should benefit.”

Lea Williams, author of Servants of the People

“Despite all the buzz about modern leadership techniques, no one

knows better than Greenleaf what really matters.”

Working Woman magazine

“I think servant-leadership is the heart of what could be a whole

overarching, all-embracing new philosophy of organizations, and

particularly business, a philosophy that could help us do what has to

be done, which is to reinvent capitalism.”

Danah Zohar, author of Spiritual Capital

20

\_\_\________

Larry C. Spears is president and CEO of the Spears Center for

Servant-Leadership (www.spearscenter.org), Indianapolis, and he

serves as Servant-Leadership Scholar for the School of Leadership

Studies at Gonzaga University, Spokane. He is a writer-editor-

teacher and contributing author to forty books on servant-leadership,

including the critically acclaimed Insights on Leadership (1996),

Fortuitous Encounters (2013, with Paul Davis); and, with Shann

Ferch, The Spirit of Servant-Leadership (2011) and Conversations on

Servant-Leadership (2015). He also served as editor on all five books

of writings by Robert K. Greenleaf; and, since 2005 he has served as

editor or co-editor of nine servant-leadership anthologies. Larry

serves as senior advisory editor of The International Journal of

Servant-Leadership. From 1990-2007, Larry served as president and

CEO, and also as Senior Fellow and President Emeritus, of The

Robert K. Greenleaf Center for Servant-Leadership.

Among other honors, Larry has received the “Outstanding

Leadership Award” from Chapman University in California (2002);

the “Dare to Lead” Award from the International Leadership

Network (2004); the Community Leadership Award from DePauw

University in Greencastle, Indiana (2008); a special recognition from

the Greenleaf Centre-United Kingdom (2015); and, as the inaugural

inductee into Gonzaga University’s School of Leadership Studies’

Hall of Honor (2018).

In 2004, Larry was interviewed by NBC reporter Stone Phillips

for a segment on servant-leadership that appeared on NBC’s

DATELINE news program, which was seen by ten million viewers.

Reproduced with permission of copyright owner.
Further reproduction prohibited without permission.

**EBSCO-FullText-08_23_2025.pdf**

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**## EXERCISEASSIGNMENTINSTRUCTIONS.docx**

Write a 900-word paper, in APA format that discusses three 3 of the six 6 levels of Bloom’s Taxonomy as it relates to Servant Leadership. As an example, does the article demonstrate drawing connections among ideas? This would correspond to the analyze level. Prepare a standard APA reference page.

Prepare an annotated bibliography with three (3) required unique

scholarly sources. The bibliography will be structured as follows: APA formatted reference

(minimum 250 words for each Annotated Bibliography entry) followed by summary of key

points, evaluation of the quality of the publication, evaluation of the quality of the author(s),

where this fits into the assignment, and the library database in which you found the article.

• Title Page

• Abstract

• Narrative

• References

• Annotated Bibliography

Use and cite the material in the attachment.

**## THOUGHTS_ON_SERVANT-LEADERSHIP.pdf**

15

THOUGHTS ON SERVANT-LEADERSHIP IN THE

MODERN ERA

—COMPILED BY LARRY C. SPEARS

“Servant-leadership is now part of the vocabulary of enlightened

leadership. Bob Greenleaf, along with other notables such as

McGregor, Drucker, and Follett, has created a new thought-world of

leadership that contains such virtues as growth, responsibility and

love.”

Warren Bennis, author of On Leadership

“I truly believe that servant-leadership has never been more

applicable to the world of leadership than it is today.”

Ken Blanchard, author of The Heart of Leadership

“We are each indebted to Greenleaf for bringing spirit and values

into the workplace. His ideas will have enduring value for every

generation of leaders.”

Peter Block, author of Stewardship

“Serve the people well. And the rest will take care of itself.”

Cheryl Bachelder, author of Dare to Serve

The International Journal of Servant-Leadership, 2023, vol, 17, issue 1, 15-20

16

“Our Servant Leadership School focuses on walking with those

seeking to deepen their spiritual practices as they serve those on the

margins. Through the gift of spirituality as leadership, we continue to

walk this road together.”

Cheryl Broetje, Broetje Family Trust

“Anyone can be a servant-leader. Any one of us can take initiative; it

doesn’t require that we be appointed a leader; but it does require that

we operate from moral authority. The spirit of servant-leadership is

the spirit of moral authority.”

Stephen R. Covey, author of The 7 Habits of Highly Effective

People

“The first responsibility of a leader is to define reality. The last is to

say thank you. In between, the leader is a servant.”

Max DePree, author of Leadership is an Art

“Servant-leadership represents an ideal form of leading, by

empowering and serving others.”

Satinder K. Dhiman, editor-in-chief, The Palgrave Handbook of

Servant-Leadership

“Greenleaf upheld the idea that the essence of servant-leadership

flows beneath the inherent potential of the human community and

can be genuinely approached by people of all faiths and leaders of all

creeds.”

Shann Ray Ferch, author of Forgiveness and Power in the Age of

Atrocity

17

“The servant-leader is servant first. Becoming a servant-leader

begins with the natural feeling that one wants to serve, to serve first.”

Robert K. Greenleaf, author of The Servant as Leader

“With its deeper resonances in our spiritual traditions, Greenleaf

reminds us that the essence of leadership is service, and therefore the

welfare of people. Anchored in this way, we can distinguish between

the tools of influence, persuasion, and power from the orienting

values defining leadership to which these tools are applied.”

Ronald Heifetz, author of Leadership Without Easy Answers

“The most difficult step, Greenleaf has written, that any developing

servant-leader must take, is to begin the personal journey toward

wholeness and self-discovery.”

Joseph Jaworski, author of Synchronicity

“Everybody can be great, because everybody can serve. You only

need a heart full of grace, a soul generated by love.”

Rev. Dr. Martin Luther King, Jr., minister and civil rights activist

“Robert K. Greenleaf’s work has struck a resonant chord in the

minds and hearts of scholars and practitioners alike. His message

lives through others, the true legacy of a servant-leader.”

James Kouzes, co-author of The Leadership Challenge

“Freedom is not a state; it is an act. It is not some enchanted garden

perched high on a distant plateau where we can finally sit down and

rest. Freedom is the continuous action we all must take, and each

generation must do its part to create an even more fair, more just

society.”

18

Rep. John Lewis, civil rights pioneer and U.S. Representative from

Georgia

“I stand here before you, not as a prophet, but as a humble servant of

you, the people.”

Nelson Mandela, former president of South Africa

“Robert Greenleaf takes us beyond cynicism and cheap tricks and

simplified techniques into the heart of the matter, into the spiritual

lives of those who lead.”

Parker Palmer, author of The Courage to Teach

“Servant-leadership is more than a concept. As far as I’m concerned,

it is a fact. I would simply define it by saying that any great leader,

by which I also mean an ethical leader of any group, will see herself

or himself primarily as a servant of that group and will act

accordingly.”

M. Scott Peck, author of The Road Less Traveled

“No one in the past 30 years has had a more profound impact on

thinking about leadership than Robert Greenleaf. If we sought an

objective measure of the quality of leadership available to society,

there would be none better than the number of people reading and

studying his writings.”

Peter M. Senge, author of The Fifth Discipline

“Servant-leadership, in its ethic of love, care and service to the least

privileged, is a potential antidote to patriarchal binds.”

Jiying Song, co-author/co-editor of Servant-Leadership, Feminism,

and Gender Well-Being

19

“Servant-leadership offers hope and wisdom for a new era in human

development, and for the creation of better, more caring institutions.”

Larry C. Spears, Servant-Leadership Scholar, Gonzaga University

“Real leaders are not blinded by the trappings of power but recognize

their role as servant.”

Archbishop Desmond Tutu, human rights activist and theologian

“I believe that Greenleaf knew so much when he said the criterion of

successful servant-leadership is that those we serve are healthier and

wiser and freer and more autonomous, and perhaps they even loved

our leadership so much that they also want to serve others.”

Margaret Wheatley, author of Leadership and the New Science

“Those being served must grow and evolve as persons, and those

least privileged in society should benefit.”

Lea Williams, author of Servants of the People

“Despite all the buzz about modern leadership techniques, no one

knows better than Greenleaf what really matters.”

Working Woman magazine

“I think servant-leadership is the heart of what could be a whole

overarching, all-embracing new philosophy of organizations, and

particularly business, a philosophy that could help us do what has to

be done, which is to reinvent capitalism.”

Danah Zohar, author of Spiritual Capital

20

\_\_\________

Larry C. Spears is president and CEO of the Spears Center for

Servant-Leadership (www.spearscenter.org), Indianapolis, and he

serves as Servant-Leadership Scholar for the School of Leadership

Studies at Gonzaga University, Spokane. He is a writer-editor-

teacher and contributing author to forty books on servant-leadership,

including the critically acclaimed Insights on Leadership (1996),

Fortuitous Encounters (2013, with Paul Davis); and, with Shann

Ferch, The Spirit of Servant-Leadership (2011) and Conversations on

Servant-Leadership (2015). He also served as editor on all five books

of writings by Robert K. Greenleaf; and, since 2005 he has served as

editor or co-editor of nine servant-leadership anthologies. Larry

serves as senior advisory editor of The International Journal of

Servant-Leadership. From 1990-2007, Larry served as president and

CEO, and also as Senior Fellow and President Emeritus, of The

Robert K. Greenleaf Center for Servant-Leadership.

Among other honors, Larry has received the “Outstanding

Leadership Award” from Chapman University in California (2002);

the “Dare to Lead” Award from the International Leadership

Network (2004); the Community Leadership Award from DePauw

University in Greencastle, Indiana (2008); a special recognition from

the Greenleaf Centre-United Kingdom (2015); and, as the inaugural

inductee into Gonzaga University’s School of Leadership Studies’

Hall of Honor (2018).

In 2004, Larry was interviewed by NBC reporter Stone Phillips

for a segment on servant-leadership that appeared on NBC’s

DATELINE news program, which was seen by ten million viewers.

Reproduced with permission of copyright owner.
Further reproduction prohibited without permission.

**EBSCO-FullText-08_23_2025.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ebsco-fulltext-08-23-2025-pdf)

**How_Directors_or_Service_Coord.pdf**

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**## EXERCISEASSIGNMENTINSTRUCTIONS.docx**

Write a 900-word paper, in APA format that discusses three 3 of the six 6 levels of Bloom’s Taxonomy as it relates to Servant Leadership. As an example, does the article demonstrate drawing connections among ideas? This would correspond to the analyze level. Prepare a standard APA reference page.

Prepare an annotated bibliography with three (3) required unique

scholarly sources. The bibliography will be structured as follows: APA formatted reference

(minimum 250 words for each Annotated Bibliography entry) followed by summary of key

points, evaluation of the quality of the publication, evaluation of the quality of the author(s),

where this fits into the assignment, and the library database in which you found the article.

• Title Page

• Abstract

• Narrative

• References

• Annotated Bibliography

Use and cite the material in the attachment.

**## THOUGHTS_ON_SERVANT-LEADERSHIP.pdf**

15

THOUGHTS ON SERVANT-LEADERSHIP IN THE

MODERN ERA

—COMPILED BY LARRY C. SPEARS

“Servant-leadership is now part of the vocabulary of enlightened

leadership. Bob Greenleaf, along with other notables such as

McGregor, Drucker, and Follett, has created a new thought-world of

leadership that contains such virtues as growth, responsibility and

love.”

Warren Bennis, author of On Leadership

“I truly believe that servant-leadership has never been more

applicable to the world of leadership than it is today.”

Ken Blanchard, author of The Heart of Leadership

“We are each indebted to Greenleaf for bringing spirit and values

into the workplace. His ideas will have enduring value for every

generation of leaders.”

Peter Block, author of Stewardship

“Serve the people well. And the rest will take care of itself.”

Cheryl Bachelder, author of Dare to Serve

The International Journal of Servant-Leadership, 2023, vol, 17, issue 1, 15-20

16

“Our Servant Leadership School focuses on walking with those

seeking to deepen their spiritual practices as they serve those on the

margins. Through the gift of spirituality as leadership, we continue to

walk this road together.”

Cheryl Broetje, Broetje Family Trust

“Anyone can be a servant-leader. Any one of us can take initiative; it

doesn’t require that we be appointed a leader; but it does require that

we operate from moral authority. The spirit of servant-leadership is

the spirit of moral authority.”

Stephen R. Covey, author of The 7 Habits of Highly Effective

People

“The first responsibility of a leader is to define reality. The last is to

say thank you. In between, the leader is a servant.”

Max DePree, author of Leadership is an Art

“Servant-leadership represents an ideal form of leading, by

empowering and serving others.”

Satinder K. Dhiman, editor-in-chief, The Palgrave Handbook of

Servant-Leadership

“Greenleaf upheld the idea that the essence of servant-leadership

flows beneath the inherent potential of the human community and

can be genuinely approached by people of all faiths and leaders of all

creeds.”

Shann Ray Ferch, author of Forgiveness and Power in the Age of

Atrocity

17

“The servant-leader is servant first. Becoming a servant-leader

begins with the natural feeling that one wants to serve, to serve first.”

Robert K. Greenleaf, author of The Servant as Leader

“With its deeper resonances in our spiritual traditions, Greenleaf

reminds us that the essence of leadership is service, and therefore the

welfare of people. Anchored in this way, we can distinguish between

the tools of influence, persuasion, and power from the orienting

values defining leadership to which these tools are applied.”

Ronald Heifetz, author of Leadership Without Easy Answers

“The most difficult step, Greenleaf has written, that any developing

servant-leader must take, is to begin the personal journey toward

wholeness and self-discovery.”

Joseph Jaworski, author of Synchronicity

“Everybody can be great, because everybody can serve. You only

need a heart full of grace, a soul generated by love.”

Rev. Dr. Martin Luther King, Jr., minister and civil rights activist

“Robert K. Greenleaf’s work has struck a resonant chord in the

minds and hearts of scholars and practitioners alike. His message

lives through others, the true legacy of a servant-leader.”

James Kouzes, co-author of The Leadership Challenge

“Freedom is not a state; it is an act. It is not some enchanted garden

perched high on a distant plateau where we can finally sit down and

rest. Freedom is the continuous action we all must take, and each

generation must do its part to create an even more fair, more just

society.”

18

Rep. John Lewis, civil rights pioneer and U.S. Representative from

Georgia

“I stand here before you, not as a prophet, but as a humble servant of

you, the people.”

Nelson Mandela, former president of South Africa

“Robert Greenleaf takes us beyond cynicism and cheap tricks and

simplified techniques into the heart of the matter, into the spiritual

lives of those who lead.”

Parker Palmer, author of The Courage to Teach

“Servant-leadership is more than a concept. As far as I’m concerned,

it is a fact. I would simply define it by saying that any great leader,

by which I also mean an ethical leader of any group, will see herself

or himself primarily as a servant of that group and will act

accordingly.”

M. Scott Peck, author of The Road Less Traveled

“No one in the past 30 years has had a more profound impact on

thinking about leadership than Robert Greenleaf. If we sought an

objective measure of the quality of leadership available to society,

there would be none better than the number of people reading and

studying his writings.”

Peter M. Senge, author of The Fifth Discipline

“Servant-leadership, in its ethic of love, care and service to the least

privileged, is a potential antidote to patriarchal binds.”

Jiying Song, co-author/co-editor of Servant-Leadership, Feminism,

and Gender Well-Being

19

“Servant-leadership offers hope and wisdom for a new era in human

development, and for the creation of better, more caring institutions.”

Larry C. Spears, Servant-Leadership Scholar, Gonzaga University

“Real leaders are not blinded by the trappings of power but recognize

their role as servant.”

Archbishop Desmond Tutu, human rights activist and theologian

“I believe that Greenleaf knew so much when he said the criterion of

successful servant-leadership is that those we serve are healthier and

wiser and freer and more autonomous, and perhaps they even loved

our leadership so much that they also want to serve others.”

Margaret Wheatley, author of Leadership and the New Science

“Those being served must grow and evolve as persons, and those

least privileged in society should benefit.”

Lea Williams, author of Servants of the People

“Despite all the buzz about modern leadership techniques, no one

knows better than Greenleaf what really matters.”

Working Woman magazine

“I think servant-leadership is the heart of what could be a whole

overarching, all-embracing new philosophy of organizations, and

particularly business, a philosophy that could help us do what has to

be done, which is to reinvent capitalism.”

Danah Zohar, author of Spiritual Capital

20

\_\_\________

Larry C. Spears is president and CEO of the Spears Center for

Servant-Leadership (www.spearscenter.org), Indianapolis, and he

serves as Servant-Leadership Scholar for the School of Leadership

Studies at Gonzaga University, Spokane. He is a writer-editor-

teacher and contributing author to forty books on servant-leadership,

including the critically acclaimed Insights on Leadership (1996),

Fortuitous Encounters (2013, with Paul Davis); and, with Shann

Ferch, The Spirit of Servant-Leadership (2011) and Conversations on

Servant-Leadership (2015). He also served as editor on all five books

of writings by Robert K. Greenleaf; and, since 2005 he has served as

editor or co-editor of nine servant-leadership anthologies. Larry

serves as senior advisory editor of The International Journal of

Servant-Leadership. From 1990-2007, Larry served as president and

CEO, and also as Senior Fellow and President Emeritus, of The

Robert K. Greenleaf Center for Servant-Leadership.

Among other honors, Larry has received the “Outstanding

Leadership Award” from Chapman University in California (2002);

the “Dare to Lead” Award from the International Leadership

Network (2004); the Community Leadership Award from DePauw

University in Greencastle, Indiana (2008); a special recognition from

the Greenleaf Centre-United Kingdom (2015); and, as the inaugural

inductee into Gonzaga University’s School of Leadership Studies’

Hall of Honor (2018).

In 2004, Larry was interviewed by NBC reporter Stone Phillips

for a segment on servant-leadership that appeared on NBC’s

DATELINE news program, which was seen by ten million viewers.

Reproduced with permission of copyright owner.
Further reproduction prohibited without permission.

**EBSCO-FullText-08_23_2025.pdf**

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#### **Application of Educational Theory and Research** – Apply broad knowledge of educational theory and research to positively impact educational settings. – Apply an understanding of diversity and equity in education to foster inclusive school environments and apply ethical behavior, standards, a…

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Assignment Prompt & Instructions

#### **Application of Educational Theory and Research**
– Apply broad knowledge of educational theory and research to positively impact educational settings.
– Apply an understanding of diversity and equity in education to foster inclusive school environments and apply ethical behavior, standards, and decision-making.
– Collaborate with educational stakeholders to promote a vision and mission that supports the success of students, school employees, and educational stakeholders.
In this assignment, you will identify a specific Problem of Practice found in today’s education settings. The settings could include K-12, alternative/adult education, or Higher Education settings. You will need to
– Identify 3-4 scholarly sources that support that this is a current and relevant problem in education.
– Introduce the problem and support with evidence from scholarly sources.
You will also identify key stakeholders in the educational setting that are impacted by addressing the problem of practice (students, teachers, administrators, family, community members, etc.)
– Describe their roles, interests, and influence on the educational setting.
– Explain how addressing this problem of practice impacts their roles.
– Evaluate how addressing this problem of practice would impact the overall vision and mission of the organization
Bennett, S. (2014). _The Elements of Résumé Style: Essential Rules for Writing Résumés and Cover Letters That Work_. New York: AMACOM. Chapter 4: Sell Your Skills and Experience – Always with the Reader in Mind (p. 23–56) and Chapter 6: Cover Letters (p. 65–72)
How to write powerful and memorable HR resumes: 7 rules to guide you through showcasing your talents and accomplishments. (2021). _HRNews._ Available in the Trident Online Library.
Oliver, P. (2012). _Succeeding with Your Literature Review: A Handbook for Students_. Maidenhead: McGraw-Hill Education. Chapter 1: The Nature and Purpose of a Literature Review (p. 4–21) and Chapter 3: Doing a Literature Review (p. 39–57)
**Journal Article**
Roberts, C. (2008). Developing future leaders: The role of reflection in the classroom. _Journal of Leadership Education, 7_(1), 116–130.

November 5, 2026
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12/12/22, 12:34 PM Is it Time to End Police Unions? Why Police Unions are Hurting More Than They Are Helping – JURIST – Commentary – Legal News & Co…

https://www.jurist.org/commentary/2020/06/zia-jenkins-thurman-police-unions/ 1/8

Is it Time to End Police Unions? Why Police Unions are Hurting More Than They Are Helping

Huma Zia and Morris Jenkins and Tammy Thurman

JUNE 15, 2020 08:48:24 PM

Edited by: Brianna Bell | U. Pittsburgh School of Law, US

JURIST Guest Columnists Huma Zia, Morris Jenkins and Tammy Thurman of Lewis University in Romeoville, Illinois discuss

reimagining police unions…

The COVID-19 pandemic, the death of George Floyd by the Minneapolis police, and the subsequent protests have brought racial

inequalities to the forefront of public square discussion. As faculty of color in the fields of criminal justice and legal studies, we

cover diversity issues in all of our classes, especially with students who will be future law enforcement officers. As faculty of color

from different backgrounds, we not only teach about the issues of systemic racism but live it in both our professional and

personal lives. This essay highlights some of the issues that we see and in our humble opinions some proposed solutions to the

problem of Black community relations with law enforcement.

As the protests over the death of George Floyd marched through our cities, towns, and communities, we once again mourned

the blight that is racism and how it has left a permanent stain on our country. Racism permeates all aspects of society and must

be confronted and expunged. Issues surrounding criminal justice, or the lack of justice, specifically for minorities, are rampant.

In addition to issues of racial disparity in criminal justice, the conversation has turned to the coercive nature of policing and

police abusing their power, particularly with minorities.

Generally, policing is an inherently coercive environment. The US Supreme Court has acknowledged the coercive nature of

interrogations and Terry stops– a major component of policing. No other profession, with the exception of our legislature, has

igorovsyannykov / Pixabay

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[https://www.jurist.org/commentary/author/bbell](https://www.jurist.org/commentary/author/bbell)

[https://supreme.justia.com/cases/federal/us/451/477/](https://supreme.justia.com/cases/federal/us/451/477/)

[https://supreme.justia.com/cases/federal/us/392/1/](https://supreme.justia.com/cases/federal/us/392/1/)

[https://pixabay.com/users/igorovsyannykov/](https://pixabay.com/users/igorovsyannykov/)

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12/12/22, 12:34 PM Is it Time to End Police Unions? Why Police Unions are Hurting More Than They Are Helping – JURIST – Commentary – Legal News & Co…

https://www.jurist.org/commentary/2020/06/zia-jenkins-thurman-police-unions/ 2/8

defined restrictions placed on it by the Bill of Rights of the United States Constitution. The Fourth Amendment warns the

government from conducting “unreasonable searches and seizures.” The mere fact the founding fathers placed restrictions on

the practice of searching and seizing individuals clearly delineates the potential for abuse by police, which is who acts as an

extension of the government.

Now, the conversation has turned to an entity within policing that may be contributing to an abusive, and regressive police

department. Professors Fisk and Richardson of UCI argue that the contractual, substantive, and procedural protections that

come with union membership, coupled with a complicated disciplinary process serves to discourage supervisors from

disciplining rank and file officers engaged in misconduct. Consequently, supervisors’ inclination to avoid confrontations with

police unions and the red tape involved with sanctioning officers’ misconduct has contributed to the types of outcomes seen in

recent abuse of force cases. Katherine J. Bies writes: “In 2015, one thousand people were killed in officer-involved shootings.

Although African-American men only make up six percent of the population, they made up forty percent of those killed.” In

2015, 40% is an appallingly high statistic, in fact, even one officer-related death can be argued as being too high.

Currently, in 2020, five years later, we have seen how the grand juries refused to indict police officers on the deaths of Eric

Garner in New York City, New York and Michael Brown in Ferguson, Missouri. We have watched how a judge acquitted an

officer of Freddie Gray’s death in Baltimore, Maryland and we are now seeing masses march to see justice in the deaths of

George Floyd, and Breonna Taylor. What we have rarely seen in such police shooting, are statements by police unions calling

for reform of police practices, firing of bad police officers or advocating for laws which will either publicize police officer’s

transgressions committed in their line of duty or laws that will automatically dismiss police officers for their transgressions and

abuse of authority. (It must be noted that many police chiefs of various cities, municipalities, and towns have officially made

statements against the death of George Floyd. Though individual police chiefs have made statements condemning the death of

George Floyd, we have yet to see the same outpouring of statements, made by Police Unions.)

Traditionally, what we have seen are police unions who protect bad cops, and in doing so implicitly and explicitly encourage the

abuse and transgressions against the most vulnerable of our population. “The unions, at least in New York City, outright just

protect, protect, protect the cops,” retired NYPD commander Corey Pegues wrote in his memoir, Once a Cop. Currently, “[I]n

Chicago…. [t]he new president of the police union, John Catanzara, was the subject of 50 misconduct complaints, according to

the Citizens Police Data Project, 10 of them sustained, and is believed to be the first FOP president to serve while stripped of his

police powers.” In protecting the bad cops, unions reinforce the proverbial code of silence among all officers, threatening those

who try to call out bad behavior. This code of silence not only perpetuates the violence but doing nothing encourages it until we

are left with another senseless killing or altercation and even poorer perception of the police.

Historically, the idea of police unions was proposed shortly after World War I, during the time when the concept of unionization

was gathering steam. Ironically, when the American Federation of Labor issued charters to police unions in thirty cities, many

police chiefs condemned the move, arguing that unionism was incompatible with policing. Due to continually low wages,

increased working hours and regulations, it was not until the mid-1960s that elected officials realized that police officers were

ready to strike and take a more military stance on policing if they were not allowed to unionize – thus the birth of police unions.

Simply put, unions, through the collective bargaining model, are meant as a mechanism to ensure employees’ fair

compensation, working conditions, and benefits. Thanks to such aggressive collective bargaining, police officers are among the

best-paid civil servants, have extraordinary control over their working conditions, and have defined working conditions in the

broadest possible terms. All this would not be a concern until we recognize that that police unions have gone one step further

and have made it extremely difficult to investigate misconduct claims and terminate officers who break the rules.

Moreover, as police unions flourished, the message of police accountability and integrity became blurred under the politicization

and albeit power that union officials wielded. Generally, police unions are slow in advocating for mandating officers use body

cameras and advocating for “bad” officers to be removed. In 2016, Campaign Zero conducted a comprehensive study of

collective bargaining by big-city police unions and found that agreements routinely guarantee that officers aren’t interrogated

immediately after use-of-force incidents and often ensure that disciplinary records are purged after three to five years.

A few days after prosecutors in Minneapolis charged an officer with murder in the death of George Floyd, the president of the

city’s police union denounced political leaders, accusing them of selling out his members and firing four officers without due

process. According to the New York Times:

[https://billofrightsinstitute.org/founding-documents/bill-of-rights/](https://billofrightsinstitute.org/founding-documents/bill-of-rights/)

[https://www.law.cornell.edu/constitution/fourth_amendment](https://www.law.cornell.edu/constitution/fourth_amendment)

[http://www.gwlr.org/wp-content/uploads/2017/07/85-Geo.-Wash.-L.-Rev.-712.pdf](http://www.gwlr.org/wp-content/uploads/2017/07/85-Geo.-Wash.-L.-Rev.-712.pdf)

[https://law.stanford.edu/wp-content/uploads/2017/05/SLPR-Vol.-28-1-Bies.pdf](https://law.stanford.edu/wp-content/uploads/2017/05/SLPR-Vol.-28-1-Bies.pdf)

[https://www.nytimes.com/2019/07/16/nyregion/eric-garner-case-death-daniel-pantaleo.html](https://www.nytimes.com/2019/07/16/nyregion/eric-garner-case-death-daniel-pantaleo.html)

[https://www.theguardian.com/us-news/2014/nov/24/ferguson-police-darren-wilson-michael-brown-no-charges](https://www.theguardian.com/us-news/2014/nov/24/ferguson-police-darren-wilson-michael-brown-no-charges)

[https://www.baltimoresun.com/news/crime/bs-md-ci-miller-pretrial-motions-20160727-story.html](https://www.baltimoresun.com/news/crime/bs-md-ci-miller-pretrial-motions-20160727-story.html)

[https://www.nytimes.com/2020/05/31/us/george-floyd-investigation.html](https://www.nytimes.com/2020/05/31/us/george-floyd-investigation.html)

[https://www.nytimes.com/article/breonna-taylor-police.html](https://www.nytimes.com/article/breonna-taylor-police.html)

[https://www.simonandschuster.com/books/Once-a-Cop/Corey-Pegues/9781501110504](https://www.simonandschuster.com/books/Once-a-Cop/Corey-Pegues/9781501110504)

[https://www.chicagotribune.com/columns/eric-zorn/ct-column-chicago-fraternal-order-police-catanzara-zorn-20200513-bu2xwx2lzjfkhgzbtg2ixtrqz4-story.html](https://www.chicagotribune.com/columns/eric-zorn/ct-column-chicago-fraternal-order-police-catanzara-zorn-20200513-bu2xwx2lzjfkhgzbtg2ixtrqz4-story.html)

[https://www.ncjrs.gov/App/Publications/abstract.aspx?ID=115536](https://www.ncjrs.gov/App/Publications/abstract.aspx?ID=115536)

[https://law.stanford.edu/wp-content/uploads/2017/05/SLPR-Vol.-28-1-Bies.pdf](https://law.stanford.edu/wp-content/uploads/2017/05/SLPR-Vol.-28-1-Bies.pdf)

[https://www.joincampaignzero.org/reports](https://www.joincampaignzero.org/reports)

[https://www.nytimes.com/2020/06/06/us/police-unions-minneapolis-kroll.html](https://www.nytimes.com/2020/06/06/us/police-unions-minneapolis-kroll.html)

12/12/22, 12:34 PM Is it Time to End Police Unions? Why Police Unions are Hurting More Than They Are Helping – JURIST – Commentary – Legal News & Co…

https://www.jurist.org/commentary/2020/06/zia-jenkins-thurman-police-unions/ 3/8

[T]he president of the city’s police union denounced political leaders, accusing them of selling out his members and

firing four officers without due process. “It is despicable behavior,” the union president, Lt. Bob Kroll, wrote in a letter

to union members. He also referred to protesters as a “terrorist movement.”

At this time, it certainly appears that the “despicable behavior” is police unions repeatedly supporting officers that engage in

misconduct, and at times unlawful behavior, and failing to hold their members accountable when they betray the trust of the

very people they are sworn to serve. The police oath embraced by the International Association of Chiefs of Police states in part,

“[o]n my honor, I will never betray my badge, my integrity, my character or the public trust.” The public trust has been broken

and the integrity of police officers and police departments is constantly being questioned. It is now time for police officers to

police themselves, without the handicap of a union.

Due to recent events of police abuse of power and excessive force that has resulted in the death of American citizens, the nation

has been forced to grapple with questions about the purpose, function, and utility of contemporary policing. Police unions can

contribute to this conversation by offering solutions that help bridge the divide or continue to drive a wedge between officers

and communities of color by refusing to acknowledge that the status quo in policing is failing. The Fraternal Order of Police (FOP)

is the world’s largest organization of sworn law enforcement officers and according to its mission statement purports, in part,

to cultivate a spirit of fraternalism and mutual helpfulness among our members and the people we serve. A potential solution to

promoting mutual helpfulness and improving relationships between law enforcement and the Black community, in particular,

might lie in police unions: (1) recognizing how some of the ways they “advocate” for rank and file members (e.g. discouraging

civilian oversight and public access to disciplinary records) actually diminish citizen trust and confidence and (2) realizing that

due to the nature and prevalence of officer/citizen interaction, citizen trust and confidence is inextricably linked to officers’

working conditions. Therefore, when unions operate in ways that diminish citizen trust and confidence they simultaneously,

perhaps unknowingly, worsen aspects of officers’ work environment which is in direct contradiction with the stated mission to

support and improve working conditions.

It is time for police unions to discard the “us vs. them” mentality, encourage their members to truly embrace the role of the

public servant, and reimagine police advocacy in ways that include partnering with communities of color so that the best interest

of officers and citizens can be served.

Huma Zia is an assistant professor and program director of Paralegal Studies at Lewis University. She was a former Assistant

Attorney General, with the Illinois Attorney General’s Office in the Civil and Criminal Appeals Bureau. Currently working on

research involving police accountability, community policing, and clemency petitions.

Morris Jenkins is a professor of criminal justice. Jenkins has taught criminal justice for over thirty years at various institutions of

higher education. Born and raised in Detroit Michigan, the civil disobedience and the Detroit rebellion of 1967, incidentally

started by police abuse, are focal points in both Jenkins’ personal and academic lives. He has a law degree from Stetson

University College of Law and a Ph.D. in Public Policy from Northeastern University.

Tammy Thurman is currently an associate professor and the undergraduate program director in the Justice, Law and Public

Safety Studies Department (JLPSS) at Lewis University in Romeoville, IL. She teaches courses in criminal law, the court system

and juvenile justice. She holds advanced degrees in Social Work and Law, is a Licensed Social Worker (LSW) and a member of the

Illinois Bar. Professor Thurman has worked in the Child Welfare and Public Interest Law fields and studies and lectures on issues

related to female juvenile delinquency and incarceration.

Suggested citation: Huma Zia, Morris Jenkins and Tammy Thurman, Is it Time to End Police Unions? Why Police Unions are

Hurting More Than They Are Helping, JURIST – Academic Commentary, June 15, 2020,

https://www.jurist.org/commentary/2020/06/zia-jenkins-thurman-police-unions.

This article was prepared for publication by Brianna Bell, a JURIST Staff Editor. Please direct any questions or comments to her at commentary@jurist.org.

[https://www.theiacp.org/resources/the-oath-of-honor](https://www.theiacp.org/resources/the-oath-of-honor)

[https://www.fop.net/CmsPage.aspx?id=18](https://www.fop.net/CmsPage.aspx?id=18)

[https://www.lewisu.edu/experts/wordpress/index.php/faculty-experts/huma-zia/](https://www.lewisu.edu/experts/wordpress/index.php/faculty-experts/huma-zia/)

[https://www.lewisu.edu/experts/wordpress/index.php/dr-morris-jenkins/](https://www.lewisu.edu/experts/wordpress/index.php/dr-morris-jenkins/)

[https://www.lewisu.edu/experts/wordpress/index.php/faculty-experts/tammy-thurman/](https://www.lewisu.edu/experts/wordpress/index.php/faculty-experts/tammy-thurman/)

[https://www.jurist.org/jurist_search.php?q=Brianna+Bell](https://www.jurist.org/jurist_search.php?q=Brianna+Bell)

[mailto:commentary@jurist.org](mailto:commentary@jurist.org)

**## 2023IsitTimetoEndPoliceUnions_WhyPoliceUnionsareHurtingMoreThanTheyAreHelping-JURIST-Commentary-LegalNewsCommentary-12.pdf**

12/12/22, 12:34 PM Is it Time to End Police Unions? Why Police Unions are Hurting More Than They Are Helping – JURIST – Commentary – Legal News & Co…

https://www.jurist.org/commentary/2020/06/zia-jenkins-thurman-police-unions/ 1/8

Is it Time to End Police Unions? Why Police Unions are Hurting More Than They Are Helping

Huma Zia and Morris Jenkins and Tammy Thurman

JUNE 15, 2020 08:48:24 PM

Edited by: Brianna Bell | U. Pittsburgh School of Law, US

JURIST Guest Columnists Huma Zia, Morris Jenkins and Tammy Thurman of Lewis University in Romeoville, Illinois discuss

reimagining police unions…

The COVID-19 pandemic, the death of George Floyd by the Minneapolis police, and the subsequent protests have brought racial

inequalities to the forefront of public square discussion. As faculty of color in the fields of criminal justice and legal studies, we

cover diversity issues in all of our classes, especially with students who will be future law enforcement officers. As faculty of color

from different backgrounds, we not only teach about the issues of systemic racism but live it in both our professional and

personal lives. This essay highlights some of the issues that we see and in our humble opinions some proposed solutions to the

problem of Black community relations with law enforcement.

As the protests over the death of George Floyd marched through our cities, towns, and communities, we once again mourned

the blight that is racism and how it has left a permanent stain on our country. Racism permeates all aspects of society and must

be confronted and expunged. Issues surrounding criminal justice, or the lack of justice, specifically for minorities, are rampant.

In addition to issues of racial disparity in criminal justice, the conversation has turned to the coercive nature of policing and

police abusing their power, particularly with minorities.

Generally, policing is an inherently coercive environment. The US Supreme Court has acknowledged the coercive nature of

interrogations and Terry stops– a major component of policing. No other profession, with the exception of our legislature, has

igorovsyannykov / Pixabay

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[https://www.jurist.org/commentary/author/bbell](https://www.jurist.org/commentary/author/bbell)

[https://supreme.justia.com/cases/federal/us/451/477/](https://supreme.justia.com/cases/federal/us/451/477/)

[https://supreme.justia.com/cases/federal/us/392/1/](https://supreme.justia.com/cases/federal/us/392/1/)

[https://pixabay.com/users/igorovsyannykov/](https://pixabay.com/users/igorovsyannykov/)

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12/12/22, 12:34 PM Is it Time to End Police Unions? Why Police Unions are Hurting More Than They Are Helping – JURIST – Commentary – Legal News & Co…

https://www.jurist.org/commentary/2020/06/zia-jenkins-thurman-police-unions/ 2/8

defined restrictions placed on it by the Bill of Rights of the United States Constitution. The Fourth Amendment warns the

government from conducting “unreasonable searches and seizures.” The mere fact the founding fathers placed restrictions on

the practice of searching and seizing individuals clearly delineates the potential for abuse by police, which is who acts as an

extension of the government.

Now, the conversation has turned to an entity within policing that may be contributing to an abusive, and regressive police

department. Professors Fisk and Richardson of UCI argue that the contractual, substantive, and procedural protections that

come with union membership, coupled with a complicated disciplinary process serves to discourage supervisors from

disciplining rank and file officers engaged in misconduct. Consequently, supervisors’ inclination to avoid confrontations with

police unions and the red tape involved with sanctioning officers’ misconduct has contributed to the types of outcomes seen in

recent abuse of force cases. Katherine J. Bies writes: “In 2015, one thousand people were killed in officer-involved shootings.

Although African-American men only make up six percent of the population, they made up forty percent of those killed.” In

2015, 40% is an appallingly high statistic, in fact, even one officer-related death can be argued as being too high.

Currently, in 2020, five years later, we have seen how the grand juries refused to indict police officers on the deaths of Eric

Garner in New York City, New York and Michael Brown in Ferguson, Missouri. We have watched how a judge acquitted an

officer of Freddie Gray’s death in Baltimore, Maryland and we are now seeing masses march to see justice in the deaths of

George Floyd, and Breonna Taylor. What we have rarely seen in such police shooting, are statements by police unions calling

for reform of police practices, firing of bad police officers or advocating for laws which will either publicize police officer’s

transgressions committed in their line of duty or laws that will automatically dismiss police officers for their transgressions and

abuse of authority. (It must be noted that many police chiefs of various cities, municipalities, and towns have officially made

statements against the death of George Floyd. Though individual police chiefs have made statements condemning the death of

George Floyd, we have yet to see the same outpouring of statements, made by Police Unions.)

Traditionally, what we have seen are police unions who protect bad cops, and in doing so implicitly and explicitly encourage the

abuse and transgressions against the most vulnerable of our population. “The unions, at least in New York City, outright just

protect, protect, protect the cops,” retired NYPD commander Corey Pegues wrote in his memoir, Once a Cop. Currently, “[I]n

Chicago…. [t]he new president of the police union, John Catanzara, was the subject of 50 misconduct complaints, according to

the Citizens Police Data Project, 10 of them sustained, and is believed to be the first FOP president to serve while stripped of his

police powers.” In protecting the bad cops, unions reinforce the proverbial code of silence among all officers, threatening those

who try to call out bad behavior. This code of silence not only perpetuates the violence but doing nothing encourages it until we

are left with another senseless killing or altercation and even poorer perception of the police.

Historically, the idea of police unions was proposed shortly after World War I, during the time when the concept of unionization

was gathering steam. Ironically, when the American Federation of Labor issued charters to police unions in thirty cities, many

police chiefs condemned the move, arguing that unionism was incompatible with policing. Due to continually low wages,

increased working hours and regulations, it was not until the mid-1960s that elected officials realized that police officers were

ready to strike and take a more military stance on policing if they were not allowed to unionize – thus the birth of police unions.

Simply put, unions, through the collective bargaining model, are meant as a mechanism to ensure employees’ fair

compensation, working conditions, and benefits. Thanks to such aggressive collective bargaining, police officers are among the

best-paid civil servants, have extraordinary control over their working conditions, and have defined working conditions in the

broadest possible terms. All this would not be a concern until we recognize that that police unions have gone one step further

and have made it extremely difficult to investigate misconduct claims and terminate officers who break the rules.

Moreover, as police unions flourished, the message of police accountability and integrity became blurred under the politicization

and albeit power that union officials wielded. Generally, police unions are slow in advocating for mandating officers use body

cameras and advocating for “bad” officers to be removed. In 2016, Campaign Zero conducted a comprehensive study of

collective bargaining by big-city police unions and found that agreements routinely guarantee that officers aren’t interrogated

immediately after use-of-force incidents and often ensure that disciplinary records are purged after three to five years.

A few days after prosecutors in Minneapolis charged an officer with murder in the death of George Floyd, the president of the

city’s police union denounced political leaders, accusing them of selling out his members and firing four officers without due

process. According to the New York Times:

[https://billofrightsinstitute.org/founding-documents/bill-of-rights/](https://billofrightsinstitute.org/founding-documents/bill-of-rights/)

[https://www.law.cornell.edu/constitution/fourth_amendment](https://www.law.cornell.edu/constitution/fourth_amendment)

[http://www.gwlr.org/wp-content/uploads/2017/07/85-Geo.-Wash.-L.-Rev.-712.pdf](http://www.gwlr.org/wp-content/uploads/2017/07/85-Geo.-Wash.-L.-Rev.-712.pdf)

[https://law.stanford.edu/wp-content/uploads/2017/05/SLPR-Vol.-28-1-Bies.pdf](https://law.stanford.edu/wp-content/uploads/2017/05/SLPR-Vol.-28-1-Bies.pdf)

[https://www.nytimes.com/2019/07/16/nyregion/eric-garner-case-death-daniel-pantaleo.html](https://www.nytimes.com/2019/07/16/nyregion/eric-garner-case-death-daniel-pantaleo.html)

[https://www.theguardian.com/us-news/2014/nov/24/ferguson-police-darren-wilson-michael-brown-no-charges](https://www.theguardian.com/us-news/2014/nov/24/ferguson-police-darren-wilson-michael-brown-no-charges)

[https://www.baltimoresun.com/news/crime/bs-md-ci-miller-pretrial-motions-20160727-story.html](https://www.baltimoresun.com/news/crime/bs-md-ci-miller-pretrial-motions-20160727-story.html)

[https://www.nytimes.com/2020/05/31/us/george-floyd-investigation.html](https://www.nytimes.com/2020/05/31/us/george-floyd-investigation.html)

[https://www.nytimes.com/article/breonna-taylor-police.html](https://www.nytimes.com/article/breonna-taylor-police.html)

[https://www.simonandschuster.com/books/Once-a-Cop/Corey-Pegues/9781501110504](https://www.simonandschuster.com/books/Once-a-Cop/Corey-Pegues/9781501110504)

[https://www.chicagotribune.com/columns/eric-zorn/ct-column-chicago-fraternal-order-police-catanzara-zorn-20200513-bu2xwx2lzjfkhgzbtg2ixtrqz4-story.html](https://www.chicagotribune.com/columns/eric-zorn/ct-column-chicago-fraternal-order-police-catanzara-zorn-20200513-bu2xwx2lzjfkhgzbtg2ixtrqz4-story.html)

[https://www.ncjrs.gov/App/Publications/abstract.aspx?ID=115536](https://www.ncjrs.gov/App/Publications/abstract.aspx?ID=115536)

[https://law.stanford.edu/wp-content/uploads/2017/05/SLPR-Vol.-28-1-Bies.pdf](https://law.stanford.edu/wp-content/uploads/2017/05/SLPR-Vol.-28-1-Bies.pdf)

[https://www.joincampaignzero.org/reports](https://www.joincampaignzero.org/reports)

[https://www.nytimes.com/2020/06/06/us/police-unions-minneapolis-kroll.html](https://www.nytimes.com/2020/06/06/us/police-unions-minneapolis-kroll.html)

12/12/22, 12:34 PM Is it Time to End Police Unions? Why Police Unions are Hurting More Than They Are Helping – JURIST – Commentary – Legal News & Co…

https://www.jurist.org/commentary/2020/06/zia-jenkins-thurman-police-unions/ 3/8

[T]he president of the city’s police union denounced political leaders, accusing them of selling out his members and

firing four officers without due process. “It is despicable behavior,” the union president, Lt. Bob Kroll, wrote in a letter

to union members. He also referred to protesters as a “terrorist movement.”

At this time, it certainly appears that the “despicable behavior” is police unions repeatedly supporting officers that engage in

misconduct, and at times unlawful behavior, and failing to hold their members accountable when they betray the trust of the

very people they are sworn to serve. The police oath embraced by the International Association of Chiefs of Police states in part,

“[o]n my honor, I will never betray my badge, my integrity, my character or the public trust.” The public trust has been broken

and the integrity of police officers and police departments is constantly being questioned. It is now time for police officers to

police themselves, without the handicap of a union.

Due to recent events of police abuse of power and excessive force that has resulted in the death of American citizens, the nation

has been forced to grapple with questions about the purpose, function, and utility of contemporary policing. Police unions can

contribute to this conversation by offering solutions that help bridge the divide or continue to drive a wedge between officers

and communities of color by refusing to acknowledge that the status quo in policing is failing. The Fraternal Order of Police (FOP)

is the world’s largest organization of sworn law enforcement officers and according to its mission statement purports, in part,

to cultivate a spirit of fraternalism and mutual helpfulness among our members and the people we serve. A potential solution to

promoting mutual helpfulness and improving relationships between law enforcement and the Black community, in particular,

might lie in police unions: (1) recognizing how some of the ways they “advocate” for rank and file members (e.g. discouraging

civilian oversight and public access to disciplinary records) actually diminish citizen trust and confidence and (2) realizing that

due to the nature and prevalence of officer/citizen interaction, citizen trust and confidence is inextricably linked to officers’

working conditions. Therefore, when unions operate in ways that diminish citizen trust and confidence they simultaneously,

perhaps unknowingly, worsen aspects of officers’ work environment which is in direct contradiction with the stated mission to

support and improve working conditions.

It is time for police unions to discard the “us vs. them” mentality, encourage their members to truly embrace the role of the

public servant, and reimagine police advocacy in ways that include partnering with communities of color so that the best interest

of officers and citizens can be served.

Huma Zia is an assistant professor and program director of Paralegal Studies at Lewis University. She was a former Assistant

Attorney General, with the Illinois Attorney General’s Office in the Civil and Criminal Appeals Bureau. Currently working on

research involving police accountability, community policing, and clemency petitions.

Morris Jenkins is a professor of criminal justice. Jenkins has taught criminal justice for over thirty years at various institutions of

higher education. Born and raised in Detroit Michigan, the civil disobedience and the Detroit rebellion of 1967, incidentally

started by police abuse, are focal points in both Jenkins’ personal and academic lives. He has a law degree from Stetson

University College of Law and a Ph.D. in Public Policy from Northeastern University.

Tammy Thurman is currently an associate professor and the undergraduate program director in the Justice, Law and Public

Safety Studies Department (JLPSS) at Lewis University in Romeoville, IL. She teaches courses in criminal law, the court system

and juvenile justice. She holds advanced degrees in Social Work and Law, is a Licensed Social Worker (LSW) and a member of the

Illinois Bar. Professor Thurman has worked in the Child Welfare and Public Interest Law fields and studies and lectures on issues

related to female juvenile delinquency and incarceration.

Suggested citation: Huma Zia, Morris Jenkins and Tammy Thurman, Is it Time to End Police Unions? Why Police Unions are

Hurting More Than They Are Helping, JURIST – Academic Commentary, June 15, 2020,

https://www.jurist.org/commentary/2020/06/zia-jenkins-thurman-police-unions.

This article was prepared for publication by Brianna Bell, a JURIST Staff Editor. Please direct any questions or comments to her at commentary@jurist.org.

[https://www.theiacp.org/resources/the-oath-of-honor](https://www.theiacp.org/resources/the-oath-of-honor)

[https://www.fop.net/CmsPage.aspx?id=18](https://www.fop.net/CmsPage.aspx?id=18)

[https://www.lewisu.edu/experts/wordpress/index.php/faculty-experts/huma-zia/](https://www.lewisu.edu/experts/wordpress/index.php/faculty-experts/huma-zia/)

[https://www.lewisu.edu/experts/wordpress/index.php/dr-morris-jenkins/](https://www.lewisu.edu/experts/wordpress/index.php/dr-morris-jenkins/)

[https://www.lewisu.edu/experts/wordpress/index.php/faculty-experts/tammy-thurman/](https://www.lewisu.edu/experts/wordpress/index.php/faculty-experts/tammy-thurman/)

[https://www.jurist.org/jurist_search.php?q=Brianna+Bell](https://www.jurist.org/jurist_search.php?q=Brianna+Bell)

[mailto:commentary@jurist.org](mailto:commentary@jurist.org)

**## articlepoliceinstructions.docx**

Article review must be:

1. At least two pages not including reference page.

2. Very clear and understandable summary

3. All scholarly (peer reviewed articles or law reviews) that clearly support or refutes the conclusion. APA

**## 2023IsitTimetoEndPoliceUnions_WhyPoliceUnionsareHurtingMoreThanTheyAreHelping-JURIST-Commentary-LegalNewsCommentary-12.pdf**

12/12/22, 12:34 PM Is it Time to End Police Unions? Why Police Unions are Hurting More Than They Are Helping – JURIST – Commentary – Legal News & Co…

https://www.jurist.org/commentary/2020/06/zia-jenkins-thurman-police-unions/ 1/8

Is it Time to End Police Unions? Why Police Unions are Hurting More Than They Are Helping

Huma Zia and Morris Jenkins and Tammy Thurman

JUNE 15, 2020 08:48:24 PM

Edited by: Brianna Bell | U. Pittsburgh School of Law, US

JURIST Guest Columnists Huma Zia, Morris Jenkins and Tammy Thurman of Lewis University in Romeoville, Illinois discuss

reimagining police unions…

The COVID-19 pandemic, the death of George Floyd by the Minneapolis police, and the subsequent protests have brought racial

inequalities to the forefront of public square discussion. As faculty of color in the fields of criminal justice and legal studies, we

cover diversity issues in all of our classes, especially with students who will be future law enforcement officers. As faculty of color

from different backgrounds, we not only teach about the issues of systemic racism but live it in both our professional and

personal lives. This essay highlights some of the issues that we see and in our humble opinions some proposed solutions to the

problem of Black community relations with law enforcement.

As the protests over the death of George Floyd marched through our cities, towns, and communities, we once again mourned

the blight that is racism and how it has left a permanent stain on our country. Racism permeates all aspects of society and must

be confronted and expunged. Issues surrounding criminal justice, or the lack of justice, specifically for minorities, are rampant.

In addition to issues of racial disparity in criminal justice, the conversation has turned to the coercive nature of policing and

police abusing their power, particularly with minorities.

Generally, policing is an inherently coercive environment. The US Supreme Court has acknowledged the coercive nature of

interrogations and Terry stops– a major component of policing. No other profession, with the exception of our legislature, has

igorovsyannykov / Pixabay

SUPPORT US

DONATE NOW

News ▾ Dispatches ▾ Commentary ▾ Features ▾ Topics ▾ Programs ▾ About ▾ Support ▾

[https://www.jurist.org/commentary/tag/author-huma-zia-and-morris-jenkins-and-tammy-thurman](https://www.jurist.org/commentary/tag/author-huma-zia-and-morris-jenkins-and-tammy-thurman)

[https://www.jurist.org/commentary/author/bbell](https://www.jurist.org/commentary/author/bbell)

[https://supreme.justia.com/cases/federal/us/451/477/](https://supreme.justia.com/cases/federal/us/451/477/)

[https://supreme.justia.com/cases/federal/us/392/1/](https://supreme.justia.com/cases/federal/us/392/1/)

[https://pixabay.com/users/igorovsyannykov/](https://pixabay.com/users/igorovsyannykov/)

[https://www.jurist.org/](https://www.jurist.org/)

[https://www.jurist.org/support-jurist/donate-now/](https://www.jurist.org/support-jurist/donate-now/)

12/12/22, 12:34 PM Is it Time to End Police Unions? Why Police Unions are Hurting More Than They Are Helping – JURIST – Commentary – Legal News & Co…

https://www.jurist.org/commentary/2020/06/zia-jenkins-thurman-police-unions/ 2/8

defined restrictions placed on it by the Bill of Rights of the United States Constitution. The Fourth Amendment warns the

government from conducting “unreasonable searches and seizures.” The mere fact the founding fathers placed restrictions on

the practice of searching and seizing individuals clearly delineates the potential for abuse by police, which is who acts as an

extension of the government.

Now, the conversation has turned to an entity within policing that may be contributing to an abusive, and regressive police

department. Professors Fisk and Richardson of UCI argue that the contractual, substantive, and procedural protections that

come with union membership, coupled with a complicated disciplinary process serves to discourage supervisors from

disciplining rank and file officers engaged in misconduct. Consequently, supervisors’ inclination to avoid confrontations with

police unions and the red tape involved with sanctioning officers’ misconduct has contributed to the types of outcomes seen in

recent abuse of force cases. Katherine J. Bies writes: “In 2015, one thousand people were killed in officer-involved shootings.

Although African-American men only make up six percent of the population, they made up forty percent of those killed.” In

2015, 40% is an appallingly high statistic, in fact, even one officer-related death can be argued as being too high.

Currently, in 2020, five years later, we have seen how the grand juries refused to indict police officers on the deaths of Eric

Garner in New York City, New York and Michael Brown in Ferguson, Missouri. We have watched how a judge acquitted an

officer of Freddie Gray’s death in Baltimore, Maryland and we are now seeing masses march to see justice in the deaths of

George Floyd, and Breonna Taylor. What we have rarely seen in such police shooting, are statements by police unions calling

for reform of police practices, firing of bad police officers or advocating for laws which will either publicize police officer’s

transgressions committed in their line of duty or laws that will automatically dismiss police officers for their transgressions and

abuse of authority. (It must be noted that many police chiefs of various cities, municipalities, and towns have officially made

statements against the death of George Floyd. Though individual police chiefs have made statements condemning the death of

George Floyd, we have yet to see the same outpouring of statements, made by Police Unions.)

Traditionally, what we have seen are police unions who protect bad cops, and in doing so implicitly and explicitly encourage the

abuse and transgressions against the most vulnerable of our population. “The unions, at least in New York City, outright just

protect, protect, protect the cops,” retired NYPD commander Corey Pegues wrote in his memoir, Once a Cop. Currently, “[I]n

Chicago…. [t]he new president of the police union, John Catanzara, was the subject of 50 misconduct complaints, according to

the Citizens Police Data Project, 10 of them sustained, and is believed to be the first FOP president to serve while stripped of his

police powers.” In protecting the bad cops, unions reinforce the proverbial code of silence among all officers, threatening those

who try to call out bad behavior. This code of silence not only perpetuates the violence but doing nothing encourages it until we

are left with another senseless killing or altercation and even poorer perception of the police.

Historically, the idea of police unions was proposed shortly after World War I, during the time when the concept of unionization

was gathering steam. Ironically, when the American Federation of Labor issued charters to police unions in thirty cities, many

police chiefs condemned the move, arguing that unionism was incompatible with policing. Due to continually low wages,

increased working hours and regulations, it was not until the mid-1960s that elected officials realized that police officers were

ready to strike and take a more military stance on policing if they were not allowed to unionize – thus the birth of police unions.

Simply put, unions, through the collective bargaining model, are meant as a mechanism to ensure employees’ fair

compensation, working conditions, and benefits. Thanks to such aggressive collective bargaining, police officers are among the

best-paid civil servants, have extraordinary control over their working conditions, and have defined working conditions in the

broadest possible terms. All this would not be a concern until we recognize that that police unions have gone one step further

and have made it extremely difficult to investigate misconduct claims and terminate officers who break the rules.

Moreover, as police unions flourished, the message of police accountability and integrity became blurred under the politicization

and albeit power that union officials wielded. Generally, police unions are slow in advocating for mandating officers use body

cameras and advocating for “bad” officers to be removed. In 2016, Campaign Zero conducted a comprehensive study of

collective bargaining by big-city police unions and found that agreements routinely guarantee that officers aren’t interrogated

immediately after use-of-force incidents and often ensure that disciplinary records are purged after three to five years.

A few days after prosecutors in Minneapolis charged an officer with murder in the death of George Floyd, the president of the

city’s police union denounced political leaders, accusing them of selling out his members and firing four officers without due

process. According to the New York Times:

[https://billofrightsinstitute.org/founding-documents/bill-of-rights/](https://billofrightsinstitute.org/founding-documents/bill-of-rights/)

[https://www.law.cornell.edu/constitution/fourth_amendment](https://www.law.cornell.edu/constitution/fourth_amendment)

[http://www.gwlr.org/wp-content/uploads/2017/07/85-Geo.-Wash.-L.-Rev.-712.pdf](http://www.gwlr.org/wp-content/uploads/2017/07/85-Geo.-Wash.-L.-Rev.-712.pdf)

[https://law.stanford.edu/wp-content/uploads/2017/05/SLPR-Vol.-28-1-Bies.pdf](https://law.stanford.edu/wp-content/uploads/2017/05/SLPR-Vol.-28-1-Bies.pdf)

[https://www.nytimes.com/2019/07/16/nyregion/eric-garner-case-death-daniel-pantaleo.html](https://www.nytimes.com/2019/07/16/nyregion/eric-garner-case-death-daniel-pantaleo.html)

[https://www.theguardian.com/us-news/2014/nov/24/ferguson-police-darren-wilson-michael-brown-no-charges](https://www.theguardian.com/us-news/2014/nov/24/ferguson-police-darren-wilson-michael-brown-no-charges)

[https://www.baltimoresun.com/news/crime/bs-md-ci-miller-pretrial-motions-20160727-story.html](https://www.baltimoresun.com/news/crime/bs-md-ci-miller-pretrial-motions-20160727-story.html)

[https://www.nytimes.com/2020/05/31/us/george-floyd-investigation.html](https://www.nytimes.com/2020/05/31/us/george-floyd-investigation.html)

[https://www.nytimes.com/article/breonna-taylor-police.html](https://www.nytimes.com/article/breonna-taylor-police.html)

[https://www.simonandschuster.com/books/Once-a-Cop/Corey-Pegues/9781501110504](https://www.simonandschuster.com/books/Once-a-Cop/Corey-Pegues/9781501110504)

[https://www.chicagotribune.com/columns/eric-zorn/ct-column-chicago-fraternal-order-police-catanzara-zorn-20200513-bu2xwx2lzjfkhgzbtg2ixtrqz4-story.html](https://www.chicagotribune.com/columns/eric-zorn/ct-column-chicago-fraternal-order-police-catanzara-zorn-20200513-bu2xwx2lzjfkhgzbtg2ixtrqz4-story.html)

[https://www.ncjrs.gov/App/Publications/abstract.aspx?ID=115536](https://www.ncjrs.gov/App/Publications/abstract.aspx?ID=115536)

[https://law.stanford.edu/wp-content/uploads/2017/05/SLPR-Vol.-28-1-Bies.pdf](https://law.stanford.edu/wp-content/uploads/2017/05/SLPR-Vol.-28-1-Bies.pdf)

[https://www.joincampaignzero.org/reports](https://www.joincampaignzero.org/reports)

[https://www.nytimes.com/2020/06/06/us/police-unions-minneapolis-kroll.html](https://www.nytimes.com/2020/06/06/us/police-unions-minneapolis-kroll.html)

12/12/22, 12:34 PM Is it Time to End Police Unions? Why Police Unions are Hurting More Than They Are Helping – JURIST – Commentary – Legal News & Co…

https://www.jurist.org/commentary/2020/06/zia-jenkins-thurman-police-unions/ 3/8

[T]he president of the city’s police union denounced political leaders, accusing them of selling out his members and

firing four officers without due process. “It is despicable behavior,” the union president, Lt. Bob Kroll, wrote in a letter

to union members. He also referred to protesters as a “terrorist movement.”

At this time, it certainly appears that the “despicable behavior” is police unions repeatedly supporting officers that engage in

misconduct, and at times unlawful behavior, and failing to hold their members accountable when they betray the trust of the

very people they are sworn to serve. The police oath embraced by the International Association of Chiefs of Police states in part,

“[o]n my honor, I will never betray my badge, my integrity, my character or the public trust.” The public trust has been broken

and the integrity of police officers and police departments is constantly being questioned. It is now time for police officers to

police themselves, without the handicap of a union.

Due to recent events of police abuse of power and excessive force that has resulted in the death of American citizens, the nation

has been forced to grapple with questions about the purpose, function, and utility of contemporary policing. Police unions can

contribute to this conversation by offering solutions that help bridge the divide or continue to drive a wedge between officers

and communities of color by refusing to acknowledge that the status quo in policing is failing. The Fraternal Order of Police (FOP)

is the world’s largest organization of sworn law enforcement officers and according to its mission statement purports, in part,

to cultivate a spirit of fraternalism and mutual helpfulness among our members and the people we serve. A potential solution to

promoting mutual helpfulness and improving relationships between law enforcement and the Black community, in particular,

might lie in police unions: (1) recognizing how some of the ways they “advocate” for rank and file members (e.g. discouraging

civilian oversight and public access to disciplinary records) actually diminish citizen trust and confidence and (2) realizing that

due to the nature and prevalence of officer/citizen interaction, citizen trust and confidence is inextricably linked to officers’

working conditions. Therefore, when unions operate in ways that diminish citizen trust and confidence they simultaneously,

perhaps unknowingly, worsen aspects of officers’ work environment which is in direct contradiction with the stated mission to

support and improve working conditions.

It is time for police unions to discard the “us vs. them” mentality, encourage their members to truly embrace the role of the

public servant, and reimagine police advocacy in ways that include partnering with communities of color so that the best interest

of officers and citizens can be served.

Huma Zia is an assistant professor and program director of Paralegal Studies at Lewis University. She was a former Assistant

Attorney General, with the Illinois Attorney General’s Office in the Civil and Criminal Appeals Bureau. Currently working on

research involving police accountability, community policing, and clemency petitions.

Morris Jenkins is a professor of criminal justice. Jenkins has taught criminal justice for over thirty years at various institutions of

higher education. Born and raised in Detroit Michigan, the civil disobedience and the Detroit rebellion of 1967, incidentally

started by police abuse, are focal points in both Jenkins’ personal and academic lives. He has a law degree from Stetson

University College of Law and a Ph.D. in Public Policy from Northeastern University.

Tammy Thurman is currently an associate professor and the undergraduate program director in the Justice, Law and Public

Safety Studies Department (JLPSS) at Lewis University in Romeoville, IL. She teaches courses in criminal law, the court system

and juvenile justice. She holds advanced degrees in Social Work and Law, is a Licensed Social Worker (LSW) and a member of the

Illinois Bar. Professor Thurman has worked in the Child Welfare and Public Interest Law fields and studies and lectures on issues

related to female juvenile delinquency and incarceration.

Suggested citation: Huma Zia, Morris Jenkins and Tammy Thurman, Is it Time to End Police Unions? Why Police Unions are

Hurting More Than They Are Helping, JURIST – Academic Commentary, June 15, 2020,

https://www.jurist.org/commentary/2020/06/zia-jenkins-thurman-police-unions.

This article was prepared for publication by Brianna Bell, a JURIST Staff Editor. Please direct any questions or comments to her at commentary@jurist.org.

[https://www.theiacp.org/resources/the-oath-of-honor](https://www.theiacp.org/resources/the-oath-of-honor)

[https://www.fop.net/CmsPage.aspx?id=18](https://www.fop.net/CmsPage.aspx?id=18)

[https://www.lewisu.edu/experts/wordpress/index.php/faculty-experts/huma-zia/](https://www.lewisu.edu/experts/wordpress/index.php/faculty-experts/huma-zia/)

[https://www.lewisu.edu/experts/wordpress/index.php/dr-morris-jenkins/](https://www.lewisu.edu/experts/wordpress/index.php/dr-morris-jenkins/)

[https://www.lewisu.edu/experts/wordpress/index.php/faculty-experts/tammy-thurman/](https://www.lewisu.edu/experts/wordpress/index.php/faculty-experts/tammy-thurman/)

[https://www.jurist.org/jurist_search.php?q=Brianna+Bell](https://www.jurist.org/jurist_search.php?q=Brianna+Bell)

[mailto:commentary@jurist.org](mailto:commentary@jurist.org)

**## articlepoliceinstructions.docx**

Article review must be:

1. At least two pages not including reference page.

2. Very clear and understandable summary

3. All scholarly (peer reviewed articles or law reviews) that clearly support or refutes the conclusion. APA

**## 2023IsitTimetoEndPoliceUnions_WhyPoliceUnionsareHurtingMoreThanTheyAreHelping-JURIST-Commentary-LegalNewsCommentary-12.pdf**

12/12/22, 12:34 PM Is it Time to End Police Unions? Why Police Unions are Hurting More Than They Are Helping – JURIST – Commentary – Legal News & Co…

https://www.jurist.org/commentary/2020/06/zia-jenkins-thurman-police-unions/ 1/8

Is it Time to End Police Unions? Why Police Unions are Hurting More Than They Are Helping

Huma Zia and Morris Jenkins and Tammy Thurman

JUNE 15, 2020 08:48:24 PM

Edited by: Brianna Bell | U. Pittsburgh School of Law, US

JURIST Guest Columnists Huma Zia, Morris Jenkins and Tammy Thurman of Lewis University in Romeoville, Illinois discuss

reimagining police unions…

The COVID-19 pandemic, the death of George Floyd by the Minneapolis police, and the subsequent protests have brought racial

inequalities to the forefront of public square discussion. As faculty of color in the fields of criminal justice and legal studies, we

cover diversity issues in all of our classes, especially with students who will be future law enforcement officers. As faculty of color

from different backgrounds, we not only teach about the issues of systemic racism but live it in both our professional and

personal lives. This essay highlights some of the issues that we see and in our humble opinions some proposed solutions to the

problem of Black community relations with law enforcement.

As the protests over the death of George Floyd marched through our cities, towns, and communities, we once again mourned

the blight that is racism and how it has left a permanent stain on our country. Racism permeates all aspects of society and must

be confronted and expunged. Issues surrounding criminal justice, or the lack of justice, specifically for minorities, are rampant.

In addition to issues of racial disparity in criminal justice, the conversation has turned to the coercive nature of policing and

police abusing their power, particularly with minorities.

Generally, policing is an inherently coercive environment. The US Supreme Court has acknowledged the coercive nature of

interrogations and Terry stops– a major component of policing. No other profession, with the exception of our legislature, has

igorovsyannykov / Pixabay

SUPPORT US

DONATE NOW

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[https://www.jurist.org/commentary/author/bbell](https://www.jurist.org/commentary/author/bbell)

[https://supreme.justia.com/cases/federal/us/451/477/](https://supreme.justia.com/cases/federal/us/451/477/)

[https://supreme.justia.com/cases/federal/us/392/1/](https://supreme.justia.com/cases/federal/us/392/1/)

[https://pixabay.com/users/igorovsyannykov/](https://pixabay.com/users/igorovsyannykov/)

[https://www.jurist.org/](https://www.jurist.org/)

[https://www.jurist.org/support-jurist/donate-now/](https://www.jurist.org/support-jurist/donate-now/)

12/12/22, 12:34 PM Is it Time to End Police Unions? Why Police Unions are Hurting More Than They Are Helping – JURIST – Commentary – Legal News & Co…

https://www.jurist.org/commentary/2020/06/zia-jenkins-thurman-police-unions/ 2/8

defined restrictions placed on it by the Bill of Rights of the United States Constitution. The Fourth Amendment warns the

government from conducting “unreasonable searches and seizures.” The mere fact the founding fathers placed restrictions on

the practice of searching and seizing individuals clearly delineates the potential for abuse by police, which is who acts as an

extension of the government.

Now, the conversation has turned to an entity within policing that may be contributing to an abusive, and regressive police

department. Professors Fisk and Richardson of UCI argue that the contractual, substantive, and procedural protections that

come with union membership, coupled with a complicated disciplinary process serves to discourage supervisors from

disciplining rank and file officers engaged in misconduct. Consequently, supervisors’ inclination to avoid confrontations with

police unions and the red tape involved with sanctioning officers’ misconduct has contributed to the types of outcomes seen in

recent abuse of force cases. Katherine J. Bies writes: “In 2015, one thousand people were killed in officer-involved shootings.

Although African-American men only make up six percent of the population, they made up forty percent of those killed.” In

2015, 40% is an appallingly high statistic, in fact, even one officer-related death can be argued as being too high.

Currently, in 2020, five years later, we have seen how the grand juries refused to indict police officers on the deaths of Eric

Garner in New York City, New York and Michael Brown in Ferguson, Missouri. We have watched how a judge acquitted an

officer of Freddie Gray’s death in Baltimore, Maryland and we are now seeing masses march to see justice in the deaths of

George Floyd, and Breonna Taylor. What we have rarely seen in such police shooting, are statements by police unions calling

for reform of police practices, firing of bad police officers or advocating for laws which will either publicize police officer’s

transgressions committed in their line of duty or laws that will automatically dismiss police officers for their transgressions and

abuse of authority. (It must be noted that many police chiefs of various cities, municipalities, and towns have officially made

statements against the death of George Floyd. Though individual police chiefs have made statements condemning the death of

George Floyd, we have yet to see the same outpouring of statements, made by Police Unions.)

Traditionally, what we have seen are police unions who protect bad cops, and in doing so implicitly and explicitly encourage the

abuse and transgressions against the most vulnerable of our population. “The unions, at least in New York City, outright just

protect, protect, protect the cops,” retired NYPD commander Corey Pegues wrote in his memoir, Once a Cop. Currently, “[I]n

Chicago…. [t]he new president of the police union, John Catanzara, was the subject of 50 misconduct complaints, according to

the Citizens Police Data Project, 10 of them sustained, and is believed to be the first FOP president to serve while stripped of his

police powers.” In protecting the bad cops, unions reinforce the proverbial code of silence among all officers, threatening those

who try to call out bad behavior. This code of silence not only perpetuates the violence but doing nothing encourages it until we

are left with another senseless killing or altercation and even poorer perception of the police.

Historically, the idea of police unions was proposed shortly after World War I, during the time when the concept of unionization

was gathering steam. Ironically, when the American Federation of Labor issued charters to police unions in thirty cities, many

police chiefs condemned the move, arguing that unionism was incompatible with policing. Due to continually low wages,

increased working hours and regulations, it was not until the mid-1960s that elected officials realized that police officers were

ready to strike and take a more military stance on policing if they were not allowed to unionize – thus the birth of police unions.

Simply put, unions, through the collective bargaining model, are meant as a mechanism to ensure employees’ fair

compensation, working conditions, and benefits. Thanks to such aggressive collective bargaining, police officers are among the

best-paid civil servants, have extraordinary control over their working conditions, and have defined working conditions in the

broadest possible terms. All this would not be a concern until we recognize that that police unions have gone one step further

and have made it extremely difficult to investigate misconduct claims and terminate officers who break the rules.

Moreover, as police unions flourished, the message of police accountability and integrity became blurred under the politicization

and albeit power that union officials wielded. Generally, police unions are slow in advocating for mandating officers use body

cameras and advocating for “bad” officers to be removed. In 2016, Campaign Zero conducted a comprehensive study of

collective bargaining by big-city police unions and found that agreements routinely guarantee that officers aren’t interrogated

immediately after use-of-force incidents and often ensure that disciplinary records are purged after three to five years.

A few days after prosecutors in Minneapolis charged an officer with murder in the death of George Floyd, the president of the

city’s police union denounced political leaders, accusing them of selling out his members and firing four officers without due

process. According to the New York Times:

[https://billofrightsinstitute.org/founding-documents/bill-of-rights/](https://billofrightsinstitute.org/founding-documents/bill-of-rights/)

[https://www.law.cornell.edu/constitution/fourth_amendment](https://www.law.cornell.edu/constitution/fourth_amendment)

[http://www.gwlr.org/wp-content/uploads/2017/07/85-Geo.-Wash.-L.-Rev.-712.pdf](http://www.gwlr.org/wp-content/uploads/2017/07/85-Geo.-Wash.-L.-Rev.-712.pdf)

[https://law.stanford.edu/wp-content/uploads/2017/05/SLPR-Vol.-28-1-Bies.pdf](https://law.stanford.edu/wp-content/uploads/2017/05/SLPR-Vol.-28-1-Bies.pdf)

[https://www.nytimes.com/2019/07/16/nyregion/eric-garner-case-death-daniel-pantaleo.html](https://www.nytimes.com/2019/07/16/nyregion/eric-garner-case-death-daniel-pantaleo.html)

[https://www.theguardian.com/us-news/2014/nov/24/ferguson-police-darren-wilson-michael-brown-no-charges](https://www.theguardian.com/us-news/2014/nov/24/ferguson-police-darren-wilson-michael-brown-no-charges)

[https://www.baltimoresun.com/news/crime/bs-md-ci-miller-pretrial-motions-20160727-story.html](https://www.baltimoresun.com/news/crime/bs-md-ci-miller-pretrial-motions-20160727-story.html)

[https://www.nytimes.com/2020/05/31/us/george-floyd-investigation.html](https://www.nytimes.com/2020/05/31/us/george-floyd-investigation.html)

[https://www.nytimes.com/article/breonna-taylor-police.html](https://www.nytimes.com/article/breonna-taylor-police.html)

[https://www.simonandschuster.com/books/Once-a-Cop/Corey-Pegues/9781501110504](https://www.simonandschuster.com/books/Once-a-Cop/Corey-Pegues/9781501110504)

[https://www.chicagotribune.com/columns/eric-zorn/ct-column-chicago-fraternal-order-police-catanzara-zorn-20200513-bu2xwx2lzjfkhgzbtg2ixtrqz4-story.html](https://www.chicagotribune.com/columns/eric-zorn/ct-column-chicago-fraternal-order-police-catanzara-zorn-20200513-bu2xwx2lzjfkhgzbtg2ixtrqz4-story.html)

[https://www.ncjrs.gov/App/Publications/abstract.aspx?ID=115536](https://www.ncjrs.gov/App/Publications/abstract.aspx?ID=115536)

[https://law.stanford.edu/wp-content/uploads/2017/05/SLPR-Vol.-28-1-Bies.pdf](https://law.stanford.edu/wp-content/uploads/2017/05/SLPR-Vol.-28-1-Bies.pdf)

[https://www.joincampaignzero.org/reports](https://www.joincampaignzero.org/reports)

[https://www.nytimes.com/2020/06/06/us/police-unions-minneapolis-kroll.html](https://www.nytimes.com/2020/06/06/us/police-unions-minneapolis-kroll.html)

12/12/22, 12:34 PM Is it Time to End Police Unions? Why Police Unions are Hurting More Than They Are Helping – JURIST – Commentary – Legal News & Co…

https://www.jurist.org/commentary/2020/06/zia-jenkins-thurman-police-unions/ 3/8

[T]he president of the city’s police union denounced political leaders, accusing them of selling out his members and

firing four officers without due process. “It is despicable behavior,” the union president, Lt. Bob Kroll, wrote in a letter

to union members. He also referred to protesters as a “terrorist movement.”

At this time, it certainly appears that the “despicable behavior” is police unions repeatedly supporting officers that engage in

misconduct, and at times unlawful behavior, and failing to hold their members accountable when they betray the trust of the

very people they are sworn to serve. The police oath embraced by the International Association of Chiefs of Police states in part,

“[o]n my honor, I will never betray my badge, my integrity, my character or the public trust.” The public trust has been broken

and the integrity of police officers and police departments is constantly being questioned. It is now time for police officers to

police themselves, without the handicap of a union.

Due to recent events of police abuse of power and excessive force that has resulted in the death of American citizens, the nation

has been forced to grapple with questions about the purpose, function, and utility of contemporary policing. Police unions can

contribute to this conversation by offering solutions that help bridge the divide or continue to drive a wedge between officers

and communities of color by refusing to acknowledge that the status quo in policing is failing. The Fraternal Order of Police (FOP)

is the world’s largest organization of sworn law enforcement officers and according to its mission statement purports, in part,

to cultivate a spirit of fraternalism and mutual helpfulness among our members and the people we serve. A potential solution to

promoting mutual helpfulness and improving relationships between law enforcement and the Black community, in particular,

might lie in police unions: (1) recognizing how some of the ways they “advocate” for rank and file members (e.g. discouraging

civilian oversight and public access to disciplinary records) actually diminish citizen trust and confidence and (2) realizing that

due to the nature and prevalence of officer/citizen interaction, citizen trust and confidence is inextricably linked to officers’

working conditions. Therefore, when unions operate in ways that diminish citizen trust and confidence they simultaneously,

perhaps unknowingly, worsen aspects of officers’ work environment which is in direct contradiction with the stated mission to

support and improve working conditions.

It is time for police unions to discard the “us vs. them” mentality, encourage their members to truly embrace the role of the

public servant, and reimagine police advocacy in ways that include partnering with communities of color so that the best interest

of officers and citizens can be served.

Huma Zia is an assistant professor and program director of Paralegal Studies at Lewis University. She was a former Assistant

Attorney General, with the Illinois Attorney General’s Office in the Civil and Criminal Appeals Bureau. Currently working on

research involving police accountability, community policing, and clemency petitions.

Morris Jenkins is a professor of criminal justice. Jenkins has taught criminal justice for over thirty years at various institutions of

higher education. Born and raised in Detroit Michigan, the civil disobedience and the Detroit rebellion of 1967, incidentally

started by police abuse, are focal points in both Jenkins’ personal and academic lives. He has a law degree from Stetson

University College of Law and a Ph.D. in Public Policy from Northeastern University.

Tammy Thurman is currently an associate professor and the undergraduate program director in the Justice, Law and Public

Safety Studies Department (JLPSS) at Lewis University in Romeoville, IL. She teaches courses in criminal law, the court system

and juvenile justice. She holds advanced degrees in Social Work and Law, is a Licensed Social Worker (LSW) and a member of the

Illinois Bar. Professor Thurman has worked in the Child Welfare and Public Interest Law fields and studies and lectures on issues

related to female juvenile delinquency and incarceration.

Suggested citation: Huma Zia, Morris Jenkins and Tammy Thurman, Is it Time to End Police Unions? Why Police Unions are

Hurting More Than They Are Helping, JURIST – Academic Commentary, June 15, 2020,

https://www.jurist.org/commentary/2020/06/zia-jenkins-thurman-police-unions.

This article was prepared for publication by Brianna Bell, a JURIST Staff Editor. Please direct any questions or comments to her at commentary@jurist.org.

[https://www.theiacp.org/resources/the-oath-of-honor](https://www.theiacp.org/resources/the-oath-of-honor)

[https://www.fop.net/CmsPage.aspx?id=18](https://www.fop.net/CmsPage.aspx?id=18)

[https://www.lewisu.edu/experts/wordpress/index.php/faculty-experts/huma-zia/](https://www.lewisu.edu/experts/wordpress/index.php/faculty-experts/huma-zia/)

[https://www.lewisu.edu/experts/wordpress/index.php/dr-morris-jenkins/](https://www.lewisu.edu/experts/wordpress/index.php/dr-morris-jenkins/)

[https://www.lewisu.edu/experts/wordpress/index.php/faculty-experts/tammy-thurman/](https://www.lewisu.edu/experts/wordpress/index.php/faculty-experts/tammy-thurman/)

[https://www.jurist.org/jurist_search.php?q=Brianna+Bell](https://www.jurist.org/jurist_search.php?q=Brianna+Bell)

[mailto:commentary@jurist.org](mailto:commentary@jurist.org)

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