Categories of characteristics of the models include organizational goals, structure and process; information systems; authority and delegation; relationship to the public; effectiveness measures; and many others. The traditional reactive police organization defines its purpose as enforcing and upholding the law and does not seek public opinion in forming its goals and objectives. Roles and goals are generally expressed in terms of carrying out certain activities rather than in terms of having an impact on the community. In proactive, goal oriented organizations, goals are considered in terms of their effect on the public and are affected by public opinion; objectives to reach goals are constantly monitored and are changed when necessary. Police force activities accomplish these goals and objectives through outputs for client groups. Cost of output is continually monitored, and both intended and unintended effects on the public are evaluated. For example, while patrols are considered a routine and necessary activity in traditional-reactive organizations, proactive organizations would not maintain them unless it were determined they efficiently fill a public need. In proactive organizations, the contribution of police activities to police force goals and objectives can be measured because the activities are based on the goals and objectives. Therefore, officers can be evaluated by their contribution to both unit and force goals, and greater financial resoponsibility can be attained. The third organizational model, proactive management with traditional operations, accepts the police role of upholding the law but engages in many crime-prevention activities.