HomeMy WebLinkAbout02/02/2010 08 Position: Crime & Intelligence Analyst Supervisor - Maintenance of Position •
BUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT
Item No.
For Meeting of February 9, 2010
ITEM TITLE: Deferred Policy Issue — Review of Crime & Intelligence Analyst Supervisor Position
SUBMI I I ED BY: Dick Zais, City Manager
Sam Granato, Police Chief
CONTACT PERSON/TELEPHONE: Dick Zais, City Manager, 575-6040
Sam Granato, Police Chief, 575-6211
Kelly Rosenow, Deputy Police Chief, 575-6210
SUMMARY EXPLANATION:
As part of the 2010 budget process, the elimination of the Crime & Intelligence Analyst Supervisor position
was suggested as a policy issue from among the City Council as a measure to reduce spending and
reliance on general fund reserves. Needing complete information and analysis as to the impact of this
suggestion, the City Council deferred this policy issue to the Public Safety Committee for further review and
recommendation. The adopted 2010 Budget includes the Crime & Intelligence Analyst Supervisor position.
The attached January 13, 2010 memorandum to the City Council Public Safety Committee provides the
reader with responses to questions about the position which were raised during Council budget
deliberations including, integration of crime intelligence analysis into the Yakima Police Department,
position development, minimum qualifications and requirements of the position and reporting relationship.
(continued on next page)
Resolution Ordinance Other (Specify)
Contract Mail to (name and address):
Phone:
Funding Source
APPROVED FOR SUBMITTAL: - City Manager
STAFF RECOMMENDATION: Staff recommends that the City Council maintain the position of Crime &
Intelligence Analyst Supervisor as budgeted.
BOARD/COMMISSION/COMMITTEE RECOMMENDATION: At their January 20, 2010 meeting, the
Public Safety Committee voted 2-0, with one abstention, to maintain the position of Crime & Intelligence
Analyst Supervisor as budgeted.
COUNCIL ACTION:
1
At their January 20 meeting, the Public Safety Committee Was briefed on this deferred policy issue. The
Committee voted 2-0, with Council Member Lover abstaining, to forward a recommendation to the full
Council to maintain the Crime & Intelligence Analyst Supervisor position. At the meeting, Council Memb
Lover indicated a desire to pursue additional information prior to solidifying his position on the issue.
In the ensuing week, a couple of items have been raised with respect to the position:.
Funding/Budgeting:
As cited above, the position is included in the adopted 2010 budget and is funded out of the
.General Fund. It is, however, worth noting that nearly all of the costs of training, hardware and
software necessary to support this position and the programs this position supports have been
funded through federal grants or earmarks.
With respect to the budgeted level of funding, the City Council previously approved two job
classifications pertaining to crime analysis: the Crime & Intelligence Analyst Supervisor and Crime
Analyst. Both positions were developed through the Civil Service Commission. As the discussion
of integrating sophisticated crime analysis and the concepts of Intelligence Lead Policing into the
Police Department ensued, it became apparent that a senior level analyst was necessary to
implement a meaningful crime analysis program, particularly since the department was going
forward from scratch. While a lower level analyst may have been less costly in terms of base
salary, the qualifications are such that such a person would not be capable of developing a viable
• crime analysis program in an efficient manner, and as a result actually cost more. That said, the
Crime & Intelligence Analyst Supervisor position was filled within the authorized 2008 budget. It is
acknowledged that documentation of that action to the full City Council should have been more
apparent. In terms of its impact on department resources, over time the cost of a solid crime
analysis program will be overshadowed by the value it provides in terms of the sophisticated data
driven allocation and deployment of department resources, and the corresponding reduction
crime.
Accountability of Work Product:
Confidentiality is inherent to function of the crime analysis. This is true at all levels. However, due
to the level of analysis performed by the Crime & Intelligence Analyst Supervisor position, and its
impact on department strategies to combat crime in our community, much of the work product of
this position is of a highly confidential nature. When information is restricted, questions naturally
arise as to oversight and safeguarding of such information. Attached is a January 29, 2010
memorandum from Assistant City Attorney Mitchell to City Manager Zais addressing such concerns.
City Management is in agreement with the Public Safety Committee's recommendation. We trust the
review has addressed your concerns relating to the position. Accordingly, we respectfully urge the full
Council to maintain the position of Crime & Intelligence Analyst Supervisor. Thank you.
2
C= as YA._,' _A
• . LEGAL
DEPARTMENT
200 SouthThird Street, Yalcima,Washington 98901 (599)575-60E0 Fax (599)5756160
MEMORANDUM
)
January 29, 2010
TO: Dick Zais, City Manager
FROM: Jim Mitchell, Assistant City Attorney
SUBJ: Police Department Sensitive Intelligence and Intelligence Gathering
Oversight and Safeguards
This is in response to your question regarding oversight and safeguards for the
protection of sensitive intelligence and intelligence gathering methods: specifically, that
intelligence unique to the crime analyst position.
Modern law enforcement methods and protocols must rapidly evolve in order to
0 effectively fight the increased sophistication levels of criminals (and criminal
organizations). The Federal Government recognizes the challenges faced by smaller
agencies, and has assisted state and local law enforcement agencies by expanded
Department of Justice funding through grants (i.e, Byrne, C.O.P.S., Local Block Grants,
etc.) along with new statistical analysis techniques, procedures, and improved
information gathering and sharing, Yakima utilizes ,these Federal grants, and
participates in several sensitive multijurisdictional programs and task forces.
Participants in these programs are held to Federal Operational Standards under 28
Code of Federal Regulations Part 23, which establishes rules and procedures for law
enforcement agencies utilizing these assets. A mandate of the program is to enhance
statistical analysis without violating individual privacy or Constitutional rights. The Code
itself states: "A project shall not collect or maintain criminal intelligence information
about the political, religious or social views, associations, or activities of any individual
or any group, association, corporation, business, partnership, or other organization
unless such information directly relates to criminal conduct or activity and there is
reasonable suspicion that the subject of the information is or may be involved in
criminal conduct or activity." See 28 CFR 23.20 (b). Procedures are also outlined in
detail to ensure administrative, technical, and physical safeguards (including audit trails)
are adopted to insure against unauthorized access, dissemination and intentional or
unintentional damage to physical portions.
Violations of the CFR, including improper data dissemination, or misuse of the data .
analysis capabilities, could result in Federal investigation and subsequent prosecution
under Title 18 of the United States Code, with potentially severe consequences.
411) Please pardon the general nature of this memo. If you would like more detailed
information on specific intelligence related issues, I will gladly assist in person.
. .
City of Yakima 200S 3rd Street
1:40
Po • „..01
tice Department Yakima, Washington 98901
Sam Granato, Chief of Polzce Telephone (509)575-6200 Fax (509)575-6007 nt
47
January 13, 2010
To: Public Safety Committee
From: Sam Granato, Chief of Police
Ref: Crime and Intelligence Analyst Supervisor Information
The following reports were compiled to address some of the questions that have arisen in
regards to the position of Crime and Intelligence Analyst Supervisor. I hope that these
reports will give you additional insight into the background of the need for this program and
the creation of the Crime and Intelligence Unit.
The history of the establishment of the Crime Analyst is as follows:'
1. CompStat
CompStat is a system developed by the New York City Police Department that uses crime
analysis to target crime in identified areas within the city and hold police commanders
accountable for crime in their precincts. My vision for the Yakirna Police Department was
to create a similar system to target areas of high crime and hold commanders accountable to
address crime in targeted areas. In these times of reduced budgets, it is imperative that
police departments turn to technology to aid in reducing crime. CompStat is one such
technology that helps target resources to where they are most needed.
Some may think that a concept created to address crime in a city as large as New York is not
applicable in a community the size of Yakima. I disagree with this argument. Many cities
in Washington State utilize the CompStat model to address crime in their communities. A
report by Bill Cooper regarding CompStat and it's applicability to Yakima is included in
your packet. Mr. Cooper is a retired police chief who wrote the book "Leading Beyond
Tradition" that discusses in length the philosophies of CompStat and Six Sigma. Copies of
Mr. Cooper's book have previously been distributed to all Council members, and I have
recently purchased additional copies that have been given to the newer council members.
2. Why the position was created:
As stated, this position was created in response to the department's need for accurate
information to determine the focus of our law enforcement efforts. Part of the 2007 LEMAP
Assessment, (attached) included the recommendation to improve the department's crime
analysis tools in an effort to move the department to CompStat. A crime analyst is an
important element of this movement. Additionally, the Crime Analyst was an integral part of 411
the Council's Safe Community Action Plan. The Council recognized that any effective
deployment of resources would require a Crime and Intelligence Analysis Unit and Crime . .
Analyst.
1111
3. How the position was created:
This position was created in a joint effort between the Civil Service Chief
Examiner/Secretary and me, with input from leading experts in the field of Crime Analysis.
Two classifications were created, a Crime and Intelligence Analyst and a Crime and
Intelligence Analyst Supervisor. Since this unit was being created from the "ground-up", it
was my decision to hire the Crime and Intelligence Analyst Supervisor position first to assist
in the development of the Crime and Intelligence Unit. The person we wanted preferably
would have experience in crime and/or intelligence analysis. After the job classifications
were approved by Civil Service and City Council, recruitment began for the supervisor
position. Included in the recommendations were that the candidates be certified in Crime
Analysis through the California Department of Justice Crime and Intelligence Analyst
Certification. None of the applicants from the first recruitment fulfilled the requirements of
the position. It was then decided that the job classification should be changed to allow the
successful candidate to obtain the required certifications within 18 months of employment.
We were advised by Steve Gottleib, an expert in the field from the Alpha Group, that only
640 certified analysts existed in the United States, Canada, and Europe, necessitating that the
candidate be allowed to obtain our required certifications after employed. Additional
recommendations for training and professional membership were also identified in the 2007
LEMAP Report under the section for crime analysis.
0 4. Recruitment:
As mentioned above, there were two recruitments conducted for this position. Because of the
small pool of qualified analysts, a second recruitment was conducted after it became apparent
we would not be able to attract applicants with our required certifications.
5. Training requirements:
Again, because of the limited pool of analysts, we set forward certain training requirements
for the successful applicant and professional memberships. As of now, Mr. Abreu has
completed two of the three training sessions required to obtain his certifications. The second
training was denied by the City Manager in 2009, however, Mr. Abreu has been scheduled to
attend the necessary training during the last week of January 2010. Mr. Abreu has also
attended two conferences for membership in associations that are required by the
Department, and one training session for one of the software suites purchased by the
Department. Those required training sessions were paid for through a federal earmark. Mr.
Abreu has also located a few free training sessions associated with his job, one of which he
attended and the other which was cancelled by the organizers for low enrollment. Copies of
Mr. Abreu's travel documents are included in this packet.
6. Salary Placement and Funding :
0 Once the decision was made to create the Supervisor position, and that the person filling that
position would be expected to develop the unit, it became clear that this person would have
to have significant knowledge and experience, and the initial compensation level was not
adequate for what the position required or to attract applicants with any knowledge and skills
2
in the field. In discussions between myself and the Assistant City Manager, it was decided to
raise the compensation level to attract qualified applicants. Comparisons were made with
other agencies for the base crime analyst position, but the supervisor position was based on
internal comparisons only with current positions within the City of Yakima with similar
•
supervisory and technical experience requirements.
Funding for the required training and the analysis hardware and software was written into the
COPS Tech grant. The COPS Tech grant provided funding for several other projects, such as
the anti-graffiti flash cameras and computers for the PAL program. Approximately $180,000
was identified for software, equipment and training for the Crime and Intelligence Unit. To
date, approximately $10,700 has been paid from this grant for Mr. Abreu's training sessions
and $150,000 has been expended for hardware and software to create the unit.
7. Framework for Certification:
As earlier mention the 2007 LEMAP study made specific recommendations for training and
certification. The California Department of Justice Crime and Intelligence Analyst
Certification was a recommendation by the consultant company, Alpha Group, as it is the
only government sponsored training certification training program in the United States.
Experience in overseeing and supervising an analysis unit either in the private orpublic
sector was essential. It is clear from Mr. Abreu's military training he has supervised and
overseen a military intelligence group. At his last assignment in Afghanistan he supervised
seven FBI agents in his unit. Many of the current analysts being hired by Police
Departments received their analytical training in the military. Crime analysis training or
experience is not usually found in the military analyst but utilize many of the same concepts,
tools and software. The military analyst is also very familiar with databases and
programming thus sometime finds themselves being pulled into IT services, a pitfall we
were warned to avoid.
8. Reporting Responsibilities
I feel it is important that the Crime and Intelligence Analyst Supervisor report directly to the
Chief of Police. It is the responsibility of the Chief to guide the course of the department and
deploy resources in the most effective manner.
Chief Bill Cooper (ret) outlines in the provided section "Crime Analysis and the Crime
Analyst" six reasons why it is essential that the Crime and Intelligence analyst work closely
with the Chief of Police.
1. When the analyst works with the chief, a better product is developed.
2. A stronger culture of recognition of analysis grows within a department.
3. When the Chief spends time with the analyst, it sends a strong message to the
department about the importance
a. "It does help change the culture when you have analyst reporting directly to
the chief or sheriff because everybody sees that analysis is important to the
agency head and they have more respect for it and the people who perform the
analysis.
4. Provides regular discussion with people who direct policy and those who supply them
with their information. Physical location is also important.
5. Fiscal authority and accountability rest with the chief executive.
3
6. Raw information flows up, is processed and analyzed, and is then forwarded to senior
command staff. From that point strategies are developed and, as .a result; information
Ask flows down the chain to the staff,
The three areas of Analysis required by a Chief of Police desiring to move toward a
CompStat or Intelligence Led Police Model (Tactical, Operational, Administrative), most
important is that the Chief to have the ability not only to look at crime trends and patterns in
a timely manner (Tactical) so that resources can be quickly and efficiently deployed
(Operational) to pursue crime but also to accurately determine what those resources are
actually doing (Administrative). "Filtering" in the models of CompStat I have researched is
often a problem that chiefs encountered. Command decisions made by a Chief of Police must
not be based on filtered information from subordinates desiring to steer decisions or avoid
being spotlighted for failure to address identified crime problems. An administrative analysis
performed by the analyst can be the subject of performance evaluations.
For the aforementioned reasons I made the decision to assign the analyst to report directly to
me and as Chief of Police for the City of Yakima feel this is still the correct position in the
organization.
•
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Council Public Safety Committee
CED Conference Room
City Hall
January 20, 2010
MINUTES
Council Members Present: Maureen Adkison, Kathy Coffey and Bill Lover
Staff present: Dick Zais, Dave Zabell, Sam Granato, Charlie Hines, Michael Morales,
Carol Maples, Terri Croft, Cynthia Martinez, Randy Beehler, Kelly Rosenow (late), Jeff
Cutter (late).
Adkison called the meeting to order at 3:00.
Election of Committee Chair
Adkison nominated Coffey for chairperson. The committee unanimously approved her
selection. The meeting was turned over to Chairperson Coffey.
11. Recap of Judiciary Committee Testimony
Zais advised the committee that Representative Norm Johnson had requested a
delegation attend the hearings on proposed gang legislation, regarding abatement of
nuisances involving criminal street gang activity and forfeiture of property used to
facilitate a criminal street gang-related offense. The House Judiciary Committee held
hearings on the two bills on January 14, and several staff and community members
travelled to Olympia to testify in support of the bills. The committee chair had some
concerns regarding the bills, and the delegation will attempt to address those concerns.
Coffey requested a list of assignments to the legislative committees be provided for the
council members.
III. Status of Gang Free Initiative
Zabell provided a brief update and advised several models have been studied. Yakima
County has undertaken a county-wide network and it was recommended to let them act
as the lead agency in this coalition to provide consistency in approaches and prevent
redundancy in program start up. Coffey stated that she thought there would be regular
updates on the initiative to council but had not received any yet. Zabell advised he
envisioned reports, such as the one presented today, to be brought to the Public Safety
Committee and then forwarded to Council. He asked if the committee wanted staff to
pursue the "next step" bullet points in the report as a starting point. He stated that the
program will be the County's program with a representative from the City of Yakima, as
there is not a lot the City of Yakima can do individually. It was agreed that staff should
11111
continue with the following bullet points.
• Continue to work with Yakima County on the countywide OJJDP approach,
including resource allocation, and monitoring the Stand Up`Outlook project.
• Offer assistance in development of the County Gang Commission.
• Continue working to identify how any project would be targeted to specific
neighborhoods, and map the assets for implementation.
• Develop a resource allocation plan for the city that may include staff support, both
existing and new.
The committee agreed that it would be important to have early successes in the program
in order to maintain the momentum of the initiative and the only way to do that would be
to take on small projects first.
Before moving on to the next agenda item, Coffey asked how the committee tasks and
assignments that were included in the packet had been decided. Zais advised that these
were set by the Public Safety Committee a year ago with additional suggestions from
staff of issues that should be reviewed. He stated that agenda item 7, suggestions for
future agenda items, was added to allow the current committee members to review the
tasks and assignments. Coffey asked that due to time restraints that the Committee
tasks and assignments be added to the next meetings agenda.
• IV. Crime and Intelligence Analyst Supervisor Position
Zais introduced this item with the history of the budget reductions in 2009. During the
budget review, Councilman Cawley proposed that this position be considered for
elimination to reduce the City's budget. There were questions from the Council regarding
the history and the work product of the position. A policy issue was created and deferred
until it could be reviewed by the Public Safety Committee, and then possibly be
presented to Council again in a study session.
Granato advised he would like a yes or no vote from the committee on the continuation of
the position rather than drag the issue out through a study session. He distributed
demonstrative copies of the work product of the Crime and Intelligence Analyst
Supervisor, Cesar Abreu. Some of the work product is intelligenceinformation which can
only be released to an employee of the police department, someone who has passed a
thorough background check. This information cannot be given to an information systems
employee who has not undergone the criminal background check. •
Granato advised the history of his request for a crime analyst as part of his objective to
move the department to a CompStat model, He attended a training session in crime
analysis and was advised by the trainers that the start up phase of the crime analysis unit
would be the most difficult. It was at that time Granato realized that he needed an
experienced crime analyst and not an entry level data clerk. The job descriptions for both
the Crime and Intelligence Analyst and Crime and Intelligence Analyst Supervisor
• positions were created with the assistance of Steve Gottlieb of the Alpha Group, a firm
with experience in crime analysis. Funding for the supervisor position was identified in
the library annexation revenue and the .3% sales tax revenue. None of the applicants in
Page 2
411
the first recruitment met the minimum qualifications. Mr. Gottlieb advised there were only
670 analysts in the U.S., Canada and Europe with those qualifications, and that it would
take approximately 2 years to obtain the certifications we were requiring. At that point, a
second recruitment was conducted, giving the applicants 18 months from the time of hire
to obtain their certifications. The first choice applicant was from London (U.K.) Metro
Police, however she declined the position when she learned it was a start up operation.
The next choice was Cesar Abreu, Mr. Abreu's credentials were reviewed by Mr.
Gottlieb, who advised that his background was excellent. Mr. Abreu retired from the
army as a chief warrant officer. He underwent a background investigation, polygraph
investigation, and drug test as part of his hiring process. Mr. Abreu also has a Top
Secret military clearance. Granato advised there had been rumors that Mr. Abreu had
been hired because they were personal friends, He advised the committee that he had
met Mr. Abreu on one occasion at a training in Texas, and didn't realize he had met him
until Mr. Abreu had already been hired. Granato added that Mr. Abreu's background
included supervising seven FBI agents during his last tour in Afghanistan.
Lover inquired if the Chief was positive that Abreu had supervised FBI agents, which
Granato stated he was. Lover stated that Abreu was not in the army, he was a civilian
employee. Granato advised that was incorrect, that Abreu had retired as a Chief Warrant
Officer of the Army.
Granato advised that his reasoning for having the position report to him was to avoid
information filtering. His goal in moving to the CompStat model was to increase
accountability and many traditional police agencies have experienced resistance in
transitioning to such a model. He did not want to receive filtered or diluted information
regarding crime statistics.
Coffey asked Zais what the committee needed to do. Zais advised that the position was
fully funded for 2010, and the committee could recommend to the full Council to either
retain the position or eliminate it. Lover advised he would not be voting on any
recommendations until after he had the opportunity to discuss his questions with Zais.
His specific concerns were with the job creation, cost of implementation, the LEMAP
report and application itself. Adkison asked how long Mr. Abreu had been in the position.
Granato advised he had been with the Department a little over a year. Adkison asked if
the Department was seeing any results since his hire and Granato advised yes, he had
been advised to expect three years to get the unit up to speed and see significant results,
but results are already being attained.
It was MOVED by Adkison and SECONDED by Coffey to move the issue to the full
Council with the recommendation to retain the position. Motion PASSED 2-0, with
Lover abstaining from the vote.
V. School District Budget Reductions
Yakima School District Superintendant Elaine Beraza attended the meeting along with
Davis High School Principal Ben Ramirez and Washington Middle School Principal
Lorenzo Alvarado. Zais introduced the issue of school district budget reductions with
history of the School Resource Officer program and the COPS Hiring Recovery Program
Page 3
Grant. The current School Resource Officer (SRO) program is funded by the school levy.
0 The City of Yakima received a grant through the COPS Hiring Recovery Program
(CHRP) for 7 additional police officers. Due to budget reductions, two vacant police
officer positions were unfunded in the 2010 budget and a request has been submitted to .
the COPS office to transition those two unfunded positions to two of the CHRP funded
positions. Additionally, the CHRP grant was written to add two more SROs, so that each
high school and middle school would have an assigned SRO. In an earlier meeting,
Superintendant Beraza brought forward State budgeting issues that would impact the
Yakima School District. Zais expressed that the City of Yakima was concerned with any
State reductions to the Yakima School District budget.
Dr. Beraza advised she was very pleased with the relationship with the Yakima Police
Department and the Yakima School District (YSD). She stated that she would like to see
cost sharing between the City of Yakima and the Yakima School District, since the
School District only has the SROs 180 days of the year. She additionally would like to
see that the SROs are available and at the school during the school year and not
assigned to Honor Guard training or other auxiliary duties. YSD staff advised that they
are paying for off duty officers, as well for special events, such as sporting events and
dances. Dr. Beraza advised her review of the school levy indicated that the levy would
support the SRO program, but did not specify that the YSD would carry the full cost of the
SROs. Her research of other school districts has indicated most school districts are
sharing costs at a 75%-25% split (school districts paying 75% and police agencies paying
25%). She advised other levy items have long since been eliminated and she is
fa projecting major cuts in basic education. Dr. Beraza also provided information on the
supplemental security the school district has in place on campus. The security officers
work hand in hand with the SROs and provide proactive measures to reduce problems on
campus. They do see the value of the direct information exchange between YSD and
YPD with the SROs on campus. Dr. Beraza expressed her appreciation for the grant for
the two additional SROs. Zais advised the City of Yakima would consider the cost
sharing proposal and additionally would assist with lobbying support in Olympia for issues
concerning YSD.
VI. _ Proposed Ordinance Strengthening Nuisance Laws _
Jeff Cutter spoke regarding this draft ordinance, which is based on a new Seattle
ordinance. The ordinance would allow property to be abated for nuisances caused by
• personal activity on property and not just neglect or structural degradation of a property.
The City of Seattle's ordinance has the Chief of Police as the citing authority while the
Yakima draft has the Code Manager as the citing authority. Coffey asked if this
legislation is something that the City could enforce or would want to enforce, and felt the
issue needed more review. Adkison asked for the opinions of staff present regarding the
issue. Granato feels the police department and code administration division have a good
working relationship and could continue to partner in order to make this ordinance work.
Caruso advised there are situations where there is criminal activity at a location but there
is no building code violation, and therefore no recourse to abate the nuisance created by
the criminal activity. It would require a partnership of Codes and Police to identify and
0 abate those locations.
Page 4
Adkison MOVED and Coffey SECONDED that a study session be scheduled to further
discuss this topic. Motion PASSED unanimously.
VII. Future Committee Agenda Items
Staff recommended the following items be placed on the next agenda:
• Committee assignments
• EMS Levy
• Fire Apparatus needs and funding
• Federal Legislative Priorities
• County-wide Records Management System
• FY 2011 applications for earmarks for RMS system
Additionally, the committee members requested the following items be added:
• Red light cameras/school zone cameras
• Update on Gang Free Initiative (to be carried forward onto each agenda).
The committee decided to hold regularly scheduled meetings on the 3 Wednesday of
the month at 3:00 p.m.
The meeting was adjourned at 4:55 p.m.
Md. AAA.. fit •
Kathy Coff-y
Public Safety Committee
Minutes prepared by Terri Croft
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Printable Version Page 1 of
Job Classification Details
Detailed information on the job that you specified is provided below:
Class
Code: 11740
•
Job
CRIME & INTELLIGENCE ANALYST SUPERVISOR
Title:
Starting
6850.00
w a ry:
[ Ending 8328.51
Salary:
DEFINITION: Under direction of the Chief of Police, is responsible for tactical, strategic,
operational and administrative crime analysis. Familiar with Intelligence Led Policing,
Problem-Oriented Policing, Community Policing, and CompStat Policing Models.. Develops
and analyzes data related to various elements of criminal activity. Conducts, compiles,
develops, and integrates research and analysis to provide timely and pertinent information
relating to crime pattern and crime series detection, crime-suspect and suspect-crime
correlations, target profile analyses, tactical crime forecasting, strategic crime trend and crime
potential forecasting, and resource deployment. Participates in crime research and analysis
activities with other local, state, and federal agencies. Work is performed with considerable
independence and is reviewed through observation, analysis reports and summaries relative to
effectively accomplishing the City and Yakima Police Department goals and objectives.
Perfoims related work as required.
DUTIES
ESSENTIAL FUNCTIONS:
• Develops and maintains Tactical, Strategic, Administrative and Operational analytical
capabilities.
Tactical Analysis: Internally identify emergent crime patterns and series. Analyzes these
tactical activities and contributes to intervention efforts as well as supporting the investigative
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Printable Version Page 2 of 5
functions of the Yakima Police Department. Uses unrestricted access to information
concerning police calls for service, crime reports, cases, arrest records, field interviews,
citations, known offender files and other internal police data resources to identify, analyz
and resolve criminal activity.
Strategic Analysis: Internally measures and forecasts long-term public safety related
activity, and analyzes this activity for the purpose of contributing problem solving,
intervention, and reduction efforts.
Operational Analysis: Supports specific police activities by providing infolination and
analyses to which Police Officers, Sergeants, and other command staff have no other access
and provides decision-supporting intelligence and information, which improves police
awareness and judgment in a timely and reliable manner. Uses unrestricted access to
infounation concerning police activity logs, surveillance logs, intelligence files, criminal
histories, response plans, emergency operations directives and other internal police data
resources.
Administrative Analysis: Supports general police activities by providing information and
analysis on police resources and on police actions and their consequences, including
manpower and resource allocation, redistricting, and requests of a political nature.
Researches, compiles, analyzes and interprets statistical data from a variety of sources,
including offense and arrest reports, census, economic and demographic reports and relate
data. Uses quantitative and qualitative methodology.
Provides forecasts and interpretations of future crime statistics. Identifies and recommends
methods to develop agency tactics, strategies, and long-range plans for crime control and
prevention.
Researches and tracks modus operandi factors and discerns crime series or patterns by
studying and linking common modus operandi, spatial and temporal factors.
Presents at national, regional and local conferences on Crime and Intelligence Analysis
related topics. Provides training to officers and department personnel on the practice and
purpose of Crime and Intelligence Analysis.
Presents information to patrol briefings, departments, command staff, city council and public
forums.
Gathers and analyzes quantitative and qualitative crime-related information to generate
materials such as investigative reports, charts, graphs, logs, flow charts, telephone toll
analyses, financial/asset trace reports, tactical or strategic intelligence reports and
recommendations. •
Uses graphing, scientific calculations and mapping methods to project and highlight criminal
activities.
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• Develops crime/suspect and suspect/crime correlations and target profile analyses.
Conducts resource allocation studies for the purpose of personnel deployment, workload
• analysis and scheduling.
Uses integrated computer systems to create and access database files and to prepare statistical
charts and exhibits. Project management includes making recommendations for the
procurement, integration and implementation of systems analysis and design for new
technologies.
Uses established protocol that facilitates requests for support from sworn and civilian staff.
• The Crime and Intelligence Analyst Supervisor works closely with the Public Information
Officer (Records) on requests from private citizens, media and other governmental agencies.
Tracks and manages projects to ensure projects are handled in a timely and prioritized
manner.
Conducts resource allocation studies for budgeting and scheduling purposes. Conducts beat
reconfiguration duties.
Conducts comprehensive research projects, including assisting with program evaluation
studies and other administrative studies, as assigned.
IMPORTANT FUNCTIONS:
Participates in Intelligence Led Policing, Problem-Oriented Policing, Community Policing,
and CompStat policing models.
Consults with professional colleagues and maintains specialized skills through completion of
appropriate training.
Travels and attends meetings with representatives from other municipalities, county, federal,
and state agencies to include data collaboration and inter-agency cooperation.
Maintains currency and proficiency in requisite GIS and crime and intelligence analysis
methods, tools, and procedures.
Maintains organizational ties to local and national crime and intelligence analysis
associations (e.g., International Association of Crime Analysts, International Association of
• Law Enforcement Intelligence Analysts, International Association of Law Enforcement
Planners, Regional Crime Analysts Association, crime mapping and 'crime and intelligence
analysis related list servers).
Communicates effectively with individuals from diverse backgrounds clearly and concisely
• in both oral and written form and effectively disseminates information. •
• Provides crime and intelligence analysis training and presentations to police and City
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personnel, and outside groups.
Uses statistical methods to make predictions based on trend analyses, predicts the likelih
of future criminal occurrences, and interprets and applies federal, state and local policies,
procedures, laws, and regulations.
Develops conclusions, projects trends and makes recommendations.
Performs related work as required.
MAJOR WORKER CHARACTERISTICS: Knowledge of: Intelligence Led Policing,
Problem-Oriented Policing, Community Policing, and CompStat models of policing, law
enforcement operations and procedures; office software, such as Microsoft Office, AutoCAD,
GIS software, computer data systems, statistical analysis, related equipment and their
application; CAD/RMS systems, Crime View software and processes for development of data
interfaces; statistical analysis methods, practices and procedures; principles of statistics and
quantitative analysis, and quantitative analysis of demographics and social variables affecting
public safety; principles. Familiar with personal computer networks, data management
software and experience with design and management of police databases. Practices of
professional and technical writing; English usage, spelling, grammar, and punctuation;
theories, practices, methods and techniques of tracking and communicating crime statistic
data; federal, state and local laws and regulations; infounation sources and trends in the
of statistical analysis.
Ability to: identify, interpret and organize data for analytical purposes and present data in
detailed statistical reports or other methods; make predictions based on trend analyses,
including the ability to predict the likelihood of future crime occurrences; interpret and apply
federal, state and local polices, procedures, laws, and regulations; analyze a variety of
information, interpret results, and make recommendations based on these results;
communicate effectively, both orally and in writing; work effectively with elected officials,
department heads, representatives with other agencies, other city employees and the general
public; schedule work for timely completion; exercise good judgment at all times; maintain a
positive working relationship with co-workers and managers; demonstrate honest and ethical
behaviors; work under stress with accuracy and efficiency; maintain confidentiality of
information; understand and extract pertinent information from data relevant to crime and
intelligence analysis; analyze, interpret and summarize criminal intelligence data; plan,
organize and coordinate work assignments; develop conclusions, project trends and make
recommendations; communicate effectively with individuals from diverse backgrounds; work
with mathematical concepts such as probability and statistical inference; apply concepts such
as fractions, percentages, ratios and proportions to practical situations dealing with crime
statistics; write reports, correspondence and crime bulletins; define problems, collect data,
establish and draw valid conclusions; interpret a variety of instructions furnished in writte
) oral foini; work independently and practice good time management and organizational s i.
PHYSICAL DEMANDS: Work is performed in an office environment, while sitting at a
desk or computer terminal. May be required to sit, stand and walk for extended periods of
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time. Vision abilities required for this job include close vision and the ability to adjust focus.
( To To perform the essential functions of the job, incumbents must be able to perform the •
following: reaching, standing, walking, lifting, fingering, grasping, hearing/listening,
seeing/observing, and repetitive motions. Exerts up to 50 pounds of force occasionally,
and/or up to 20 pounds of force frequently, and /or up to 10 pounds of force constantly to
move objects; have the ability to see, with or without corrective lenses, well enough to read
standard text and text displayed on a video display terminal; have the ability to hear, with or
without a hearing aid, and speak well enough to converse on the telephone and present
information and respond to questions from groups of police personnel and the general public;
have enough manual dexterity to write and type at a terminal keyboard; and have the
tolerance to work under pressure. Must be capable of data entry. Work under stress with
accuracy and efficiency. Maintain confidentiality of information.
UNUSUAL WORKING CONDITIONS: Work with the public and employees, some of
whom may be irate, upset or disturbed. May carry a communication device. Employee may
have to work other than regular hours to provide continuity in communicating information to
all department personnel. Must be a United States Citizen at time of appointment. Must pass
an extensive background check, polygraph, physical exam and psychological evaluation prior
to hiring. No prior felony convictions and/or recent excessive drug use history.
LICENSES, REGISTRATION AND CERTIFICATE: Possess and maintain a valid
Washington State Driver's License. A California Department of Justice Crime and
Intelligence Analyst Certification, IACA (International Association of Crime Analysis)
Certification, or IALEIA (International Association of Crime and Intelligence Analysis)
Certification as a Crime and Intelligence Analyst within eighteen months of appointment.
MINIMUM CLASS REQUIREMENTS: A bachelor's degree in business, public
information, law enforcement, criminology, criminal justice, statistical analysis,
mathematical modeling, computer science or records management, PLUS four years of
progressively responsible wide-ranging statistical analysis, administrative crime analyst, or
social research experience PLUS two years of supervisory experience is required. Experience
in crime and intelligence analysis or commissioned law enforcement may be substituted for
the education requirement on a year-for-year basis for up to two years.
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