HomeMy WebLinkAbout11/17/2009 00 Misc Distributed at the MeetingL
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City of Yakima 200 S. 3`1 Sweet
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Police Department Yakima, Washington 98901 �o
Sam Granato, Chief of Police Telephone (509)575 -6200 Fax (509)575 -6007
WA.
11 -16 -2009
To: Mayor Dave Edler and City Council Members
From: Sam Granato, Chief of Police
Ref: Police Department Crime Analyst
Cc: Dick Zais, city Manager
Mayor and Council Members:
In August of 2005, the police department embarked on the first pilot neighborhood emphasis
project in north central Yakima. Key to the success of that program and all emphasis projects
has been crime analysis. The analysis utilized at that time was done by a police officer who
had minimal training in the concept of crime analysis. The primary consideration was
determining what area of the city had the highest crime rate to be able to target for saturation
patrols to have a significant impact on crime.
While this type of analysis is the basic form of crime analysis, it was done to also show the
council and the community that the traditional random patrol system that has been utilized in
Yakima was inefficient not just in how units are deployed, but also that without proactively
attacking crime, it was reactive. It also showed that the numbers of routine units available
was unable to cope with the volume of crime to be able to do any pro- active patrolling to
prevent crime. This was the genesis of the Proposition 1 in 2006.. Included in that budget for
Proposition 1 was a crime analyst position. After Proposition one failed and the library tax
was diverted to the Law and Justice, money was set aside for a crime analyst. Utilizing
consultants in the field of crime analysis, a job description (see attached) was developed for
the position and a international search for a person to fill that position was launched in the
spring and summer of 2008. Applicants as faraway as London, England were interviewed
and ultimately, Cesar Abreu, a 23 year Army Intelligence Analyst was selected and hired and
his start date was in November of 2008.
Part of the 2007 LEMAP assessment (see attachment 2) of the Police Department was to
determine our records management system capability and tools needed to do crime analysis
to move the department to Comp Stat policing or what is now known as "Intelligence Led
Policing ". Comp Stat, short for computer statistics, innovated in the early 1990s in New York
City to hold individual Police Precinct Commanders accountable for the crime that was
occurring in their respective precincts.
Weekly staff meeting were held with the weeks crimes statistics and trends displayed to see
the types of crimes that were occurring and what strategies to employ to reduce crime.
Precinct Commanders were given resources to such as pro- active units to attack the crime.
They were also held accountable for failing to do so.
The accountability was down to the individual shift supervisors and beat officers so that
Commanders could see which officers and squads where utilizing the information and pro-
actively attacking crime. It also gave patrol commanders the ability to see when and where
crime was occurring to deploy resources during the times indicated the crimes were
occurring and where.
The results of Comp Sate are no longer a "new concept" but a reality in modern agencies
committed to better utilize resources (manpower) to reduce crime in their communities.
It is this system that has made New York City one of the safest cities in America today.
Departments across America began to emulate Comp Stat and the concept that accountability
for reducing crime belonged to the individual beat officers, squads and their commanders.
While crime analysis had been around for years, the utilization of crime analysis had taken a
very valuable role in the Policing in modern America.
The information flowing into a modern police department is huge and no one individual can
access all the information needed to formulate a plan to attack crime without the in- depth,
training and tools necessary to cull information from disparate systems and databases that are
in use today. Additionally, since the advent of the 911 attacks, terrorism has been placed high
on the list of analyst capabilities to look for patterns and indications of terrorist activity. All
major police departments have crime analyst engaged in sharing information with analyst for
other jurisdictions thus broadening the capability to look for traveling suspects who go from
city to city preying on citizens.
For what ever reason, the crime analyst has become a political beacon by some members of
the YPPA and has apparently made its way to the council for consideration for elimination.
This would be a foolhardy and shortsighted mistake. The delay in fully implementing the
capabilities of the crime and intelligence analyst is not his fault but found in the current
system for records management and the inability to retrieve the data in a digital format that
modern analytical tools that we have purchased (thanks to a federal grant some $180,000
dollars worth of software and hardware). Even so working with the vendors the new Crime
Mapping feature has been implemented to alert citizens to crime occurring in their
neighborhoods. The decision not to move forward with implementing the full.suite of tools
already purchased is.that now we are certain to merge with Yakima-County's Spillman
records system, we would have to pay twice to convert the data. A decision was made by me
to delay that until we have merged with Yakima County. To eliminate this position now
would be taking a step backwards and literally throw away $180,000 worth of software and
hardware purchased with federal dollars.
I have attached a recent article about Crime Analysis and what it does for law enforcement.
Our program is in its infancy and to eliminate it now would actually cost many more dollars
in the future in wasted and inefficient utilization of our resources.
Therefore I request the council not vote to eliminate this position and allow the department to
enter the modern era of policing Yakima with the tools necessary to relentlessly pursue crime
utilizing crime analysis.
I suspect the influence to eliminate this position is found in the inherent ability of Police
Management be able to have accountability in subordinates for the efficient utilization of
resources to reduce crime. Fear of accountability should not be a reason to eliminate a
valuable position.
Frintable Versiqn
Job Classification Details
Detailed information on the job that you specified is provided below:
Class 11740
Code:
Job CRIME & INTELLIGENCE ANALYST SUPERVISOR
Title:
Starting
6850.00
Salary:
Ending 8328.51
Salary:
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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.
Performs 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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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, analyze
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 information 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
information 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 related
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.
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Uses statistical methods to make predictions based on trend analyses, predicts the likelihood
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 statistical
data; federal, state and local laws and regulations; information sources and trends in the field
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
- ecommendations; communicate effectively with individuals from diverse backgrounds; work
with mathematical concepts such as probability and statistical inference; apply concepts such
is fractions, percentages, ratios and proportions to practical situations dealing with crime
> tatistics; write reports, correspondence and crime bulletins; define problems, collect data,
:stablish and draw valid conclusions; interpret a variety of instructions furnished in written or
)ral form; work independently and practice good time management and organizational skills.
PHYSICAL DEMANDS: Work is performed in an office environment, while sitting at a
iesk 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 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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YPD LEMAP
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17.4 Updated policy and procedure should be designed to address the removal and
security of detainee property and security of officer's weapons (firearm, taser, oc
spray, etc) when temporary detention is in occurrence.
Findings:
As the City of Yakima confronts budget and operational challenges the Yakima Police
Department must find new and innovative ways to re -focus its resources in order to
continue meeting the need for public safety and security. As more responsibilities are
placed on the police Department, (such as partnering with the cities of Selah and Union
Gap for the purpose of grant funding for fiber -optic connectivity to Yakima's public
safety network), the need for efficiencies increases. The U.S. Department of Homeland
Security grant should allow the Selah, Union Gap, and Yakima Police Departments to
effectively share data. The project is expected to be completed by fall 2007.) It is
appropriate that a transition to an information -led and problem oriented practice of
policing be implemented in order to identify problems and focus tactical resources on
both immediate crises and long -term problems. Real crime analysis is a significant
ingredient for this transition. Crime analysis as a systematic, analytical process does not
currently exist at the Yakima Police Department.
Full -time crime analysis can begin to dictate the day -to -day allocation of resources. A
crime analyst reviewing daily calls for service will identify patterns and trends that
indicate the type of crime levels by date, time and place. By reviewing the information
submitted through the Department's records management and communication systems,
the analysis can pin point patterns and trends.
The following efforts by the Yakima Police Department in the arena of crime analysis
were noted:
1. Crime Analysis is addressed only on an informal basis.
2. The Department does collect appropriate information for real -time crime analysis.
3. Crime analysis information, specific to calls for service, is available from
computer aided dispatch (CAD) files.
4. A crime analysis module(s) is available in the current Spillman records
management system, through System Builder (programming interface).
5. Currently, less than 10% of CAD information is transferred into the Department's
records management system.
6. When a CAD incident is to become a report, an entry is made in CAD, and that
incident is transferred to the records management system to be auto populated
from CAD data.
7. A data entry specialist identifies the incident, by number, and completes the
information for a final report, making any corrections to the original entry.
8. Field Interview information is entered into the system.
9. Access to the Spillman records management system is available through menus.
YPD LEMAP Page 38 of 45
10. A number of System Builder reports are accessible by an on -staff computer
system programmer.
11. A computer programmer resides in the police Department and is attached to city
MIS Department with a major responsibility for creating reports from RMS
Incidents.
12. Many computer reports are available; some are used more frequently than others
while some are unknown to the Department. Reports are run weekly, monthly
and yearly. Some of the programs are ad -hock, ready to run on demand. The
ability exists to create new programs to meet demand.
13. Reports exist for crime types such as felonies, burglaries, car prowls, stolen
vehicles, assaults, domestic violence, sex offenses, robbery, vandalism, guns,
vehicle accidents, property reports and gang activity.
14. Report menus also address the jail, arrests, and citations.
15. Uniform Crime Reporting data is produced.
16. Several audit programs are run to maintain record management.system credibility.
The Yakima Police Department does not have current policy, procedure, direction, or
mission/vision to lead a future crime analysis unit. Crime analysis documentation was
found in the computer - programmer files that were related to tactical, strategic and
administrative requests. There was no distribution list(s) for crime analysis report
delivery.
A Patrol Sergeant is currently responsible for the Department's effort towards crime
analysis. Because of this reporting relationship, the patrol division receives the majority
of benefit from the crime analysis information that is obtained and uses this information
in scheduling and deploying directed patrols. The sergeant is quite knowledgeable about
crime- analysis need and function.
The software program CrimeView is used to obtain and create crime analysis information
for the Department. The assigned sergeant and the MIS supervisor located off -site in
Yakima City Hall are the only employees with the CrimeView application knowledge.
These employees are familiar with this off -the shelf program's strengths and weaknesses.
To access crimes, a programmer's skills will be needed to replace CrimeView and
enhance the reports that now pull data from the Spillman RMS system.
Creating ODBC connections to existing CAD and RMS systems will allow the Crime
Analyst to access available crime data (Microsoft EXCEL and ACCESS).
Crime analysis is not concerned with statistics, but with trends that statistics present.
Currently, there is a misconception with regard to correct crime totals. CrimeView is
unreliable for correct stats. Two important crime databases CAD and RMS give different
statistical outcomes; one deals with calls for service and the other with reports.
Calls for service shows the demand for police services — The records management
system/reports shows the paper trail created. by the response to calls for service.
YPD LEMAP
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An opportunity exists to have policy, procedure, and /or standard operating procedures in
place before hiring of a crime analyst. The Department's leadership team can use this
opportunity to establish crime analysis mission, policy, service parameters, request for
service protocols, products expected, and identify types of crime to be analyzed.
The primary customer and audience for crime analysis products and service is the police
Department. External requestors, such as the press, the public, elected officials and other
agencies should be directed through appropriate police channels. The retrieval of
information is a valid crime analysis function and mere retrieval should be secondary and
in support of actual analytical needs that add value to the information for better analytical
decisions.
Policing Models. Functioning with Quality Crime Analysis:
Information Led Policing (ILP):
The objective for ILP is to provide the capacity for critical information in support of both
tactical operations and strategic planning (i.e., pin maps, daily crime bulletins, wanted
people, call for service reports).
ILP will gather the resources necessary to identify the nature and extent of criminal
activity and emerging trends. The Department will have the benefit of both a broad and
long-range view of crime and its social and economic and political implications.
This model of policing can be used as a beginning strategy, while moving the
organization into a Compstat model and institutionalizing the problem oriented policing
philosophy.
Problem Oriented Policing (POP):
The Yakima Police Department appears to be proactive in orientation, decentralized in
field operations (i.e., patrol areas), and problem analytic in outlook.
Using a problem oriented policing framework, information about problems, events, and
situations will form the basis for the provision of public safety services. Strategic and
tactical decisions, (under an information led policing model), are typically based on
limited analysis of calls for service and crime reports. A problem oriented policing
approach requires greater use of information and broader analysis of problem issues.
The Problem Oriented Policing model relies on six basic information needs:
1. Community involvement
(Working closely with the community in addressing crime and disorder issues,
reflecting the belief that genuine partnerships should be created and individual
citizens and community groups should play a substantial role in maintaining
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public safety. YPD does release statistics to block watch, and it is recommended
that that bond be strengthened).
2. External information sharing.
3. Internal information needs
4. Support of problem solving
5. Geographic accountability
6. Strategic management
Appraisal of Current Crime Analysis Programs - CrimeView:
• CrimeView produces crime reports, bulletins, and maps. .
• CrimeView is easy to use and allows someone with little experience to use the
program.
• CrimeView is not being used on a regular basis. However, the program is still
functional and usable.
• CrimeView is outdated and needs to be upgraded to produce accurate information
(Output does not reflect all the crime because of updates and changes to data
fields in CAD and RMS).
• Some reports are not accurate.
• Mapping does not always show all crimes.
• More fields need to be implemented in the program.
• CrimeView uses ARCVIEW 3.2 for mapping tasks — The city's GIS uses
ARCMAP 9.2, which is a completely upgraded (new) program.
• The software's maintenance contract was in force and does not appear to cover
upgrade costs.
• CrimeView 2.2 is unable to operate under the ARCMAP 9.2. platform.
• Two licenses exist for CrimeView, one in the Department and the other in City
Hall (MIS).
Recommendations
18.1 The Department should transition from part-time, reactive crime analysis, to a
focused, proactive crime analysis /information -led policing philosophy and model.
18.2 The crime analysis function should be moved from patrol and stand alone as a
unit.
18.3 Current employee(s) with crime analysis responsibilities and understanding
should be used to staff the new unit or train new unit employees. Crime analysts
do not necessarily need to be commissioned police officers.
18.4 Should a non - commissioned crime analyst expert be employed, the commissioned
patrol sergeant could be returned to the patrol division.
18.5 Department administrators will need to become familiar with the type of crime
analysis desired for the Yakima Police Department. Crime analysts should then
YPD LEMAP Page 41 of 45
be directed by management /administration regarding expectations and
Department need. Several agencies in Washington State can provide experience
and expertise in this dimension.
18.6 Accurate and timely information is crucial for: tactical analysis - identifying
emergent crime patterns and series; strategic analysis- identifying long -term public
safety activity; operational /administrative analysis - providing informational
analysis such as response times; and problem solving analysis -for the purpose of
intervention and reduction efforts. Unrestricted access to information, including
calls for service, crime reports, arrests, field interviews, citations, known offender
files, etc. is necessary for those assigned to crime analysis.
18.7 The location of the Crime Analysis Unit within the Department and how it is
attached with what unit /division is vitally important. Crime Analysis will be
influenced by who requests information and what information is requested. Easy
access to crime analysis and the information the unit provides should be
considered by Department leadership as this function is formed.
Training Recommendations:
18.8 Crime analysis requires a commitment to ongoing training, especially during
start-up. The discipline of crime analysis is dynamic with constant change in
technology and procedures. Training assistance is available on -line; the following
are a sample of venues: CMAP, www.crmieanal sy t.net or IACA, the
International Association of Crime Analysis, and NORCAN, the Northwest
Regional Crime Analysis Network.
18.9 Information sharing, training and networking with other agency crime analysis
units (i.e. Washington State Patrol, Tri- Cities, etc.) is encouraged and
recommended.
18.10 Alpha Group Center for Crime and Intelligence Analysis has crime analysis
classes that should be attended by assigned staff and supervision.
18.11 Whenever possible the MIS /System Information staff should help in the training
of crime analysts. As the crime analyst's knowledge level increases as to the IT
structure, the analyst will become less dangerous to the data.
18.12 Programming to allow access to system (CAD/RMS) data should be an ongoing
partnership.
18.13 The LEMAP team. has concerns with the software program CrimeView. The
program appears to be outdated. The Department, with assistance from IS/IT /GIS
departments should consider options available for the crime analysis function.
The current CrimeView program can be used as a starting point to create fast
maps, bulletins, and crime reports for a new analyst. Additionally, the program
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can be used as a training aid to show the new crime analyst products and reports
that can be produced. During start-up, it is not necessary for the new crime
analyst to see all incidents in the beginning of analysis. Enough incidents need to
be found to identify a pattern or a trend. When such pattern or trend is identified,
closer examination of the problem can then be undertaken.
18.14 If a maintenance contract exists, careful review should occur to decide if it would
be best to cancel such contract(s).
18.15 With the help of the City GIS Department, files used in mapping could be made
available.
18.16 The Department/unit should create weekly crime analysis products, such as crime
maps, crime reports, and crime bulletins.
18.17 The Department/unit should create a weekly flyer that reports arrests; warrants,
officer safety, suspicious people; requests for prowl checks, etc. and can later
determine if daily reports are warranted.
18.18 The Department and the City's MIS staff should. research the costs associated
with purchasing new CrimeView software. Other agencies have found it cost -
effective to.export items from the record management system into Microsoft
Excel and if mapping is needed the file is converted to Database and then mapped
with ARCMAP 9.2) (Coeur d'Alene, Idaho Police Department).
18.19 Yakima's MIS Department staff is a knowledgeable GIS programmer supervisor
who has experience with CrimeView and supports ERSI ARCMAP 9.2
(ARCVIEW). This staff member should be invited to participate in the crime
analysis selection processes to decipher GIS related questions.
18.20 GIS (Mapping) should be an important part of crime analysis. It is not the holy
grail of analysis, but is a tool that visibly displays crimes, trends, and patterns.
Other photos, if available, can be a valuable tool in surveillance, detective
investigations, and the prosecution of court cases (i.e., showing drug buys within
1000 feet of schools or school bus stops).
18.21 Field interview information should be entered by one, person or at least reviewed
on a daily basis by one person so this vital information does not get buried.
Crime analysis needs field interview information for accurate identification of
suspects.
18.22 Field interview information needs to be screened. Pre - screening by the gang unit,
crime analysis, or other person/unit insures information vital to investigations not
be jeopardized, i.e. a drug Field Interview card with a confidential informant's
( name mentioned.
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18.23 Some type of review system needs to be developed so important field interview
information is forwarded in a timely manner to the interested unit(s) or detective.
18.24 Although some crime information is available to Community Services, including
the PAL center and Block Watch, more information could be available to the
public.
18.25 Regular crime reports or crime map s could be developed and placed on the
Department /city web site so the community can see hot spots or weekly crime
statistics that will better inform of the activity level in their neighborhood.
Additional Observations and Recommendations from the Crime Analyst
Perspective:
Computers should be configured to have a maximum RAM (3 -8 GB minimum, large fine
pitch monitor (19 -20)" (two are beneficial), a strong Graphic Controller, a large hard
drive (80 GB minimum and more favorable), CD + CDR (recordable drive), and Network
ready.
Software Recommendations:
• Microsoft Office (Professional) — Excel, Access, Word, PowerPoint, Outlook,
Picture Manager, etc.
• ARCMAP 9.2
• Buy or piggyback on City GIS ARCMAP 9.2 License. This recommendation is
made because Yakima City GIS Department uses the software that would allow
GIS to share their data sets and knowledge with Crime Analysis.
• If ARCMAP 9.2 is.outside of budget restraints, it maybe possible to use a copy of
ARCVIEW 3.2 which would not violate licensing agreements.
• ARCVIEW 3.2 is the same mapping software used in CRIMEVIEW 2.2
• When ARCMAP 9.2 (includes ARCVIEW 9.2) was released, ARCVIEW 3.2 was
no longer supported and that allows ARCVIEW to be used, a possible stop gap
measure.
CrimeView Software — Observations:
Option: Upgrade
Benefits
• Better program than current.
• Ability to create a public on -line interactive YPD mapping solution.
• More choices in reports and tasks.
• The.current and the upgrade makes doing Crime Analysis simpler and quicker.
�' • No previous mapping knowledge needed to run program.
• A new crime analyst would benefit from the upgrade.
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Page 44 of 45
Negatives
• High Cost
• Maintenance contract
• Vendor product — loss of control
• Minimum Computer System Needed to operate. new program
• Operating System - Microsoft Windows. XP
• ESRI ArcView 9.0 or higher
• ESRI Spatial Analyst 1.0 or higher (optional, but spatial clustering routine will
not function)
• Processor - Pentium IV
• Memory - 1 GB
• Hard Drive - 80 GB
• CD Drive — CDRW
• Monitor - 19" Fine Pitch
Option: Use Current Program and Microsoft Office Professional:
Create bulletins using Microsoft Word
Create crime reports using Microsoft EXCEL and Microsoft ACCESS
Create crime maps through ESRI ARCVIEW 3.2
• ARCVIEW 3.2 (used for CrimeView 2.2) should be available to use, license is
available and it is free.
• With the help of City GIS Department, files used in mapping could be made
available and the creation of crime maps through ESRI ARCMAP 9.2. is
recommended. It may be advantageous to piggyback on license from City MIS to
reduce cost.
A major objective of a.good Crime Analysis Unit is to create a well - defined line of
responsibility. The major component is feedback. When information is passed along,
results of that report, map, or bulletin need to find a way back to the crime analysis unit.
If crime analysis does not receive tempered accolades or criticisms, it can rapidly lose its
way.
If a "Compstat" model. is followed, the line of responsibility is paramount.
The information to perform the functions of crime analysis is available and is ongoing
through regular police work. The person currently assigned to the crime analysis
function for the Yakima Police Department is a patrol sergeant. Although competent to
perform crime analysis duties, the employee does not have the time necessary to do
analysis of crime on a day -to -day basis. A full time, crime analyst dedicated to the
function should be identified to take over the duties of crime analysis.
Part of the crime information used for strategic crime analysis is linked to UCR data.
Although important, the information is not timely and in some cases can be misleading
because of the requirements /rules of such data. By concentrating on daily, weekly, and
monthly calls for service, a better picture of police resources can be viewed. A Crime
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Page 45 of 45
Analysis Unit should develop standardized reports and bulletins that provide useful
information for the public and Yakima Police Department.
Various types of products should be developed that will have different audiences and
purposes. These products will be used by the Department to initiate POP projects,
develop investigative leads, inform the public through block or neighborhood watch
meetings, inform patrol during roll call and briefings, and inform command staff and
administration.
Additionally, the Department should develop tactical crime analysis that identifies
patterns, trends, and finally series or sprees. To achieve this, the Department should track
certain key types of crime by area. The data should be extracted from CFS and RMS and
supplemented with a qualitative assessment of the report. If the data needs to be
enhanced then the use of volunteers could be implemented.
Analyze This
A crime analyst works with police to improve investigations
Jamie L. Roush
Law Officer Volume 5 Issue 11
2009 Nov 1
News articles throughout the country and recent federal grant opportunities illustrate the
increasing importance of crime analysts in law enforcement. However, many law
enforcement officers will ask, "What can crime analysts actually do for me ?" Crime
analysis does benefit you, whether your assignment is in patrol, general /specialized
investigations or other specialized unit. Crime analysis for investigations can easily be
applied to other assignments.
Crime Analysis Defined
Crime analysts possess the most comprehensive sources of information in a case under
their purview. They have the expertise to capture evidence within a crime report, call -for-
service detail, field interview, arrest report or any other report completed as part of
everyday law enforcement business. Generally, this information can be categorized as
that which belongs to an event (e.g., location specifics, modus operandi, vehicle involved,
weapon involved and /or property stolen) or that which belongs to a person (e.g.,
demographics and/or physical characteristics). The role of the analyst is to synthesize this
information, often from multiple sources, and provide meaning and understanding so
decision - makers can formulate better and more objective decisions. The analyst's
ultimate goal is to provide a product ready for action. There should be no need for
additional interpretation or clarification by law enforcement officers after crime analysts
have done their job.
Case Follow -Up
Crime analysis can provide information to help officers follow up on specific cases
they've been assigned so they can quickly identify the suspect. Suppose you come in on a
Monday morning and are assigned a case in which a woman was robbed in a grocery
store parking lot. The suspect is identified in the report by the victim as a male in his
early 20s, with a tattoo on the left side of his neck. She believes she saw him getting into
the driver side of a silver Pontiac Grand Prix. Traditional case follow -up may suggest
reviewing previous arrests or field interviews for individuals who match the description
of the suspect or reviewing all traffic related calls for service or tickets that involve a
silver Pontiac. Grand Prix. However, the key is a combination of both factors. It's .the
suspect who matches the description, and who can also be placed in a silver Pontiac
Grand Prix. You may even think to search through other third -party information, such as
all silver Pontiac Grand Prixs registered in your city or state.
In the end, traditional searching requires you to search independently one avenue —your
suspect description —and then the other avenue —your vehicle description. Additionally,
traditional searches will be time intensive and lead to multiple long lists that still require
combining to find similarities but yield little actionable results.
Working with a crime analyst can lead to a short list of potential individuals who not only
match the description but have previously been associated with the type of vehicle
described. The finished product is produced efficiently and allows you, the assigned
investigator and decision maker, to take action immediately. When following up on your
details, the crime analyst will correlate any sources that contain person information, such
as previous victims, witnesses, complainants, suspects or subjects, and those which
contain a vehicle, such as traffic - related calls for service, traffic tickets, past and present
stolen vehicles —even vehicles registered in your city or state together. The analyst won't
perform these searches independently or through a variety of Web sites or internal
systems that have limited flexibility. They will perform these searches using internal and
external sources that are flexible and allow for combining many data types.
Crime Series /Pattern Follow -Up
Crime analysis may significantly improve investigations if a series or crime pattern
emerges. The following hypothetical situation —based on real circumstances— provides
an example of how crime analysts can assist in your investigations.
Over the past three weeks, five burglaries have occurred at automotive parts stores in
your community. Along with the similar business type (automotive parts stores), the
burglaries have occurred around the same time of day, and surveillance video from
adjacent businesses in two of the burglaries reveal a similarity in suspect description.
Four different investigators throughout the investigations division have been assigned the
cases, with one investigator receiving two of them. With alternate shifts, usual training
and time off, the four investigators haven't correlated the similarity in cases. The crime
analyst, reviewing all burglary incidents, has determined the burglaries are a series
targeting automotive parts stores. The analyst has provided detailed information on the
pattern to key decision makers, investigations or district patrol commander(s) and has
helped reveal potential suspects, but without significant result. In an effort to suppress the
series or increase the potential of apprehending the suspect, covert deployments are
suggested. Given that there are 23 automotive parts stores in the community, where do
you deploy your covert resources?
The analyst, through deductive reasoning based on such sources as aerial photography
and business profiles, reviews the five known burglaries for details. They consider not
just what's contained in the crime report, but factors about the location, proximity to
highways and/or potential getaway routes. This, combined with information about days
of week and times of day for repeat occurrence, can help determine the best possibilities
for the next "targeted" location. Moreover, analysts can begin to turn from a role of
assisting in the capacity of a tactical or investigative analyst in suppression or
apprehension to one that supports problem - oriented policing.
Further, analysts can help determine what has created an attraction to this type of
business. They can determine responses that will help business owners and managers
reduce the likelihood for crime occurring at their stores. The intended goal is to create a
self - sustaining solution to the crime problem that doesn't need continual police
intervention.
Determining Prolific Offenders
Crime analysts can assist in determining and targeting prolific offenders by examining
source information on victims, witnesses, complainants, suspects or subjects. This can
come in handy for investigators trying to get to the bottom of a crime.
Example: As an investigator who is assigned robbery cases, do you know who your most
prolific offender is for robbery? And if you do, do you know for sure? Have you used
previous case history or other data to confirm this information? Crime analysts can use
objective data to determine your most prolific offender for any crime type, using specific
criteria to reduce emotional and instinctive influences. The analysis product of prolific
offenders will be immediately actionable for you to target and disrupt their behavior, as
well as prepare you when the suspect reoffends.
Getting the Most from Analysts
As an investigator working with an analyst, you may find the relationship doesn't always
develop easily. However, the relationship between the investigator and analyst is crucial
to overall success. Following are tips to obtain the most comprehensive and useful
analysis from analysts.
Embrace and understand the role of the analyst: Analysts provide a unique function in a
police department. They have exceptional technical skill, but are not formal information
technology specialists. They have knowledge of police protocols and functions, and some
may even be sworn officers or former sworn officers, but they generally function in an
office. In the end, analysts provide an objective viewpoint with the aim of providing
actionable knowledge for decision - makers to craft better decisions. In influencing
decision - makers, analysts are helping the individual investigator work efficiently and
allowing the police department to work smarter.
Carefully explain the case(s) or problem you are trying to solve: The majority of
information in policing is obtained through interviews with a citizen or suspect about a
crime or person of interest. As a result, much police business is based on asking for lists
of predictable information: addresses, robberies within a specific beat, suspects /subjects
fitting specific physical characteristics, etc. These lists independently are not analysis;
they're information that must be analyzed. Analysts will often ask follow -up questions,
even some that investigators may not have thought of, to more completely contextualize
the crime. Analysts will take that detailed information and provide a workable list of
potential suspects that meet the investigator's descriptions, as well as furnish further
defining characteristics, as appropriate. This information can be used immediately by
police.
9
l
Don't assume you know what an analyst can do: As the crime analyst profession
progresses, technology and analyst capabilities are changing rapidly. Once an investigator
has careftilly explained the case, an analyst will .begin to think about the best way to
provide you the information needed. Allow the knowledge, skill, ability and creativity of
the analyst to drive the process and fuse the information you have provided into a final
product you may never have anticipated possible. Often, you'll receive maps, charts,
graphs or other products that exceed your expectations. And if you happen to obtain a
product that doesn't contain any of the information you needed or is simply confusing, let
the analyst know. They can't improve without feedback.
Conclusion
In conclusion, take the time to sit down with an analyst. Learn about their role. Develop a
relationship. Provide all of the details of the case(s) you are working. Give the analyst
room to use their skills, abilities and creativity, but also provide feedback on the product.
Importantly, inform the analyst of the outcome of the case, as it relates to the work that
they completed.
The bottom line: Let analysts help you conduct efficient, analysis - driven investigations.
Jamie L. Roush is the Crime Analysis Unit Manager for the Jacksonville, Florida
Sheriff's Office (JSO), where she manages three public safety /crime analyst supervisors
and 16 public safety /crime analysts. During her tenure she has completed tactical,
investigative and administrative analysis in support of a multitude of units. She has also
completed specialized projects supporting initiatives with federal, state and local law
enforcement partners. Formerly she worked for the Florida Fish and Wildlife
Conservation Commission as a law enforcement technology consultant. Ms. Roush is a
frequent speaker at various law enforcement conferences and a member of the
International Association of Chiefs of Police (IACP) and International Association of
Crime Analysts (IACA). She holds a Master of Science in Social Science and a Bachelor
of Arts in Geography from The Florida State University.
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