PAGE 1 Below are nineBelow are that focus on researching specific persons or groups to 1 which focus on live monitoring of closed-circuit camera surveillancecamera systems closed-circuit of monitoring live on focus which 2 A key finding from thisevaluation was that thevalue of SDSCs transcends simple data 3

This document is intended as a reference resource for PSP site teams to help sites interested in in for PSP site teams to help sites interested resource This document is intended as a reference enhancing a Crime Analysis Unit. implementing or

agency and/or the functions of the center (e.g., supporting investigations versus patrol). supporting versus (e.g., center the of the functions and/or agency investigations Hollywood, John S., McKay, Kenneth N., Woods, Dulani, and Agniel, Denis. SupportStrategic Decision (2019). RAND Corporation. Centers. Department’s Real-Time Crime Centers in Chicago: Evaluation of the Chicago Police From Law Enforcement Intelligence: A Guide for State, Local, and Tribal Law Enforcement Agencies (Carter, D. 2011), “Intelligence is a synergistic product 2011), “Intelligence is a synergistic D. (Carter, Agencies Law Enforcement Intelligence: A Guide for State, Local, and Tribal Law Enforcement From enterprises,criminal criminality, complex about makers decision trustworthyand meaningful enforcement law to knowledge actionable provide to intended https://it.ojp.gov/documents/d/e050919201-IntelGuide_web.pdf at: online Found terrorists.” and criminal extremists, hostthe by name in preference a typically is name in distinction This centers. ‘intelligence’ real-time as to referred been also have centers crime Real-time

CONSIDERATIONS FOR ESTABLISHING OR ENHANCING CAPACITY OR ENHANCING ESTABLISHING FOR CONSIDERATIONS 3 1 2 sustainability efforts that support its current resources and capacity, while also planning for expansion. and capacity, sustainability effortsresources that support its current Several characteristics for enhancing crime analysis capacity should be evaluated by each department.each by evaluated be should capacity analysis crime enhancing for characteristics Several data/technology needs, and structure, characteristics that departments should consider for identifying the best organizational processing and presentation of data by careful development and systematic use of data and analysis to support routine development careful of data by and presentation processing decision-maker. for the data literacy and enhance awareness of Chicago Police Department’s Strategic Decision SupportDecision Strategic combining crime analysis withindicates that (SDSCs) Centers Department’s Police Chicago of technologies that allow for real-time monitoring of police responses can be beneficial for decision-making, crimereduction planning. data-driven and strategies, building analytical processes to guide police responses in high-crime evaluation locations The recent been part of this evolution. have intelligence centers analysis functions within real-time combining crime or to crimes in progress. The benefits of CAUs are also not real-time crime centers (RTCC), centers crime real-time not also are CAUs and monitoring radio traffic to provide virtual monitoring of patrol activities oroversight forevents and/or crowd monitoring. andpersonnel, civilian and sworn combining technologies, centralizing include to States United the in evolved have RTCCs the overall strategy of crime reduction and prevention for a jurisdiction. for a and prevention strategy of crime reduction the overall support case development (versus using data to identify trends, patterns, and problems). Although an analyst is valuable for an analyst is valuable Although patterns, and problems). data to identify trends, using (versus support case development crime or organizations, information and performing criminal groups intelligence analysis techniques on complex developing and do not drive on the individual case level analysis, telephone toll analysis) focus network social intelligence techniques (e.g., CAUs are not intelligence or investigatory analysis centers or units are CAUs complex, persistent crime and disorder issues within a jurisdiction. Information produced by CAUs guides short- guides long-termand CAUs by produced Information jurisdiction. a within issues disorder and crime persistent complex, but actionable information This information is not simply data reporting to crime and disorder. strategies for police responses strategies.effective with responses and police resources connect to enables decision-makers and that guides why complex social issues of crime, disorder, and quality of life concerns occur. These personnel focus on generating strategic,generating on focus personnel These occur. concerns life of quality and disorder, crime, of issues social complex why ofunderstanding comprehensive a develops and resources police of allocation the informs that analysis problem and tactical, A Crime Analysis Unit (CAU) is made up of one or more analysts who perform various activities related to the collection,the to related activities performwho analysts various more or one of up made is (CAU) Unit Analysis Crime A personnelanalysis Crime crime. in involved people and problems, patterns, trends, crime of reporting and analysis, processing, and how, when, explain to thinking critical and tools software using analyses descriptive and statistical of variety a conduct What is a Crime Analysis Unit? is a Crime Analysis What

Julie Wartell, Problem Analysis Group Analysis Problem Julie Wartell, Jessica Herbert, Analytics IDEA Dr. CRIME ANALYSIS CRIME PAGE 2

5 Police Many police agencies have combined thesecombined have agencies police Many 4 A Police Organizational Model for Crime Reduction: Institutionalizing Organizational A Police A department leadership’s understanding of the benefits . California Office of Criminal Justice Planning; and Buck, George et al. (1973). The department should evaluate the primary objective(s) or functions that anthat primaryfunctions the or departmentobjective(s) The evaluate should Over the last 25 years of developing analytical functions within policing, several US Department of Justice, Office of Community Oriented Policing Services.Policing DepartmentUS Oriented Community of Office of Justice, . National Institute of Law Enforcement and Criminal justice, Law Enforcement Assistance Administration, US DepartmentUS Administration, Assistance of Enforcement Law justice, Criminal and Enforcement Law of Institute National . Crime Analysis: From Concepts to Reality Crime Analysis: From • Hybrid • Centralized • Decentralized has variations in the types of information pushed out to officers or detectives. Based on the workload, and the direction of the of direction the and workload, the on Based detectives. or officers to out pushed information of types the in variations has in the district or other types also support the analysts may crime intelligence analysis for “top offenders” district commander, specific units or divisions), with analystsreporting to different supervisors. These analysts focus on tactical analysis of reported crime patterns and lookout provide information to officerspatrol for efforts enforcement or to detectives for case the district or unit commander and likely by needs. Each analyst adjusts his or her workload and responsibilities development within(e.g., departmentalthe structure throughout workspaces individual in placed are analysts CAU, decentralized a In within a division, and single incident-level problems problems. and/or persistent problems. to address able to focus on strategic responses are structure in the organizational As analysis described tend in the to Stratified focus Policing analytical Model, techniques centralized toward units short-term located higher In a centralized CAU, all analysts are located within the same workspace, report to a single supervisor, sworn supervisor, single a to report workspace, same the within located are analysts all CAU, centralized a In multiple across or division) a within (embedded unit designated a either for priorities coordinate and civilian, or embeddedunits centralized department).a of For structure command the within (located functions police there are general benefits and challenges for each. In general, there are three types of organizational structures for CAUs: for structures of organizational types three are there general, In each. for challenges and general benefits are there Organizational structure of CAUs. structure Organizational measured, formally been not has another or structure one of efficacy the Although emerged. have structures organizational across several divisions and functions. This set up allows the unit to focus on strategy for the entire department thanrather entire the for strategy on focus to unit the allows up set This functions. and divisions several across for divisions.workload-specific tasks and how governmental system levers can be used to change crime patterns. crime change to used be can levers system governmental how and position that allows for responsibility or in a non-aligned the command level the unit to be placed at requiring objectives, based on districts or reporting areas. For CAUs with the primary to support CAUs objective(s) and persistent crime concerns For areas. based on districts or reporting ranks within the organization, should be positioned among executive strategies, and reduction long-term prevention develop of crime and strategic analysis techniques that seek to understand causations allowing crime analysts to focus on problem- Decision on span of control or influence. of control Decision on span with the primaryanalysis unit is supporting operations to support CAUs and the analytic expectations. objective(s) patrol supervisors several or supervisorsingle a to level, command the at responding division patrol the within embedded be will allow for robust analysis. allow for robust statistical fields (see Characteristics 4). In addition to the humanresources that are leveraged to create an analysis unit, leadership should plan for an assessment of existing data access and quality (see Characteristics 5) and technology (see and processes systematize to used tools and budgetary sources the enhance to needs future for plan to 6) Characteristics Leadership should be making decisions about existing human resources (e.g., current analytical staff) analytical topotential the and current (e.g., resources human existing about decisions making be should Leadership recruit specific talent based on knowledge, skills, and abilities in computer/data science, applied crime theory, and other Readiness and commitment of your department’s leadership. department’s of your and commitment Readiness agency. the within resources technology and human both of supportsanalysis crime of capabilities and development the Justice. See discussion on StratifiedPolicing Model in Boba, Rachel and Santos, Roberto.(2015). Analysis and Accountability. Solving, Problem Crime analysis within United States police departments has been processes. These maturing processes are identifiedsince by leadershipthe but are1960s also influencedin by thebalancing political andtactical, social demandsstrategic, and of Arenberg, anand Shel. agency. Refer toadministrative (1992). Gottlieb,analysis Steve Crime Analysis Unit Handbook

3. 2. 1. 5 4 Organizational Structure Structure Organizational PAGE 3

Hybrid Nashville (TN), Denver (CO), (CO), Denver Civilian: Jacksonville (FL) Combination of Sworn and Civilian: Houston (TX); Seattle (WA); Los Angeles (CA) Has a centralized unit at the Has a centralized individual and command level analysts assigned to the level division or precinct unit is in single Centralized location with analysts working together; division or precinct dispersed in analysts are level individual offices Multiple chains of command based on assigned districts and/or divisions including unit; separate for centralized combination of civilian and sworn Civilian and/or sworn and Strategic, Tactical by Intelligence (varies dispersion) Fairfax County Fairfax De-Centralized If the agency does not have enough analysts, their not have If the agency does 6 Civilian: Arlington (TX) (VA), Embedded within one or divisions more Analysts’ desks/spaces within assigned districts and/or divisions Multiple chains of command based on assigned districts and/or divisions; usually sworn Civilian and/or sworn and Intelligence Tactical Centralized Charlotte-Mecklenburg York New (GA), Atlanta (NY), Minneapolis (MN), Toledo Toledo (MN), Minneapolis (NY), (OH) Typically civilian staff, althoughstaff, civilian Typically dedicatedhave some units ofwith rotations staff civilian personnel sworn Strategic and Tactical Civilian: OrleansNew (AZ), Tucson (NC), (NM),(LA), Albuquerque (AZ), Tempe Shawnee (KS), Orlando (FL) Combination of Sworn and Civilian: Command levelCommand all analysts’Single office with primaryspacess/desks command;of Single chain or swornCivilian Example Police DepartmentsExample Police Types of Analysis of Analysis Types Unit Supervisory Structure of Analysts Type Workspace Workspace Place in the Organization or other professional development conferences. Appendix A lists some of the advantages of centralized and decentralized of centralized A lists some of the advantages Appendix conferences. development or other professional structures. organizational of Bureau experiences, learning peer through structures organizational these of cons and pros the evaluate can Departments Crime Analysis on Demand, Assistance Center’s and Technical such as the National Training Justice Assistance resources processes and reporting observed in decentralized units are replicated in hybrid units, as are potential redundancies are as units, in hybrid replicated are units observed and reporting in decentralized processes statistics).crime reporting (e.g., level district the at analysts decentralized the to unit centralized the from analysis of and analysts’ roles and responsibilities are not clearly oftenanalysis. A hybrid structure among needs to generate comprehensive too thinly be spread may responsibilities defined. analyticalof variations The mission. the department’s over influence and supervisorsranks various of several involves perspective with the tactical focus of decentralized analysts may provide the department the analyticalof balance a with provide may analysts decentralized of focus tactical the with perspective support functions and support for specific workloads at the district level. Although this is the ideal aspect of a Stratified purpose, departmentthe into complexity new unit’s the if introduce may structures hybrid these Model, Policing centralized strategic, the Combining units. analytical decentralized and centralized of hybrid a have agencies Some of investigative research (e.g., photos, known associates). Departments with decentralized analysts often see variations in Departments known associates). photos, often see variations analysts (e.g., with decentralized research of investigative have may variations These user(s). end the of variations the on based produced are reports and analysis, of conduct the analysts.use they how in supervisors’ highlight do differences they However, mission. agency’s the on impacts differential Ibid. 6 Table 1. Examples of police departments’ organizational structures of crime analysis capacity structures 1. Examples of police departments’ organizational Table PAGE 4

7 8 10 . Bureau of Justice Assistance, US Department of Bureau of Justice Assistance, US Department of Justice. See also An undergraduate degree helps set the basis for a background in math, writing/ 9 Building Analytical Capacity: Baton Rouge (LA) Department Police Building Analytical Capacity: Analyst Professional Development Road Map. Development Analyst Professional Recruiting, hiring, and training the right personnel are vital to the success of building of building vital to the success are right personnel and training the hiring, Recruiting, important. Crime analysts should be able extremely and written—are verbal communication skills—both Finally, government other as such stakeholders, external as well as levels all at personnel police with communicate to analysis. Whether agencies are large or small, analysts should be cross-trained and have the ability to support and have or small, analysts should be cross-trained large analysis. Whether agencies are fromrange may training This responsibilities. daily the of specialization some is there if even needs analysis all needs. department’s the and background analyst’s an on depending skills, research applied to tools analytic using supporting them, such as information technology units or centralized dispatch facilities. For smaller agencies,smaller For facilities. dispatch supporting centralized or units technology information as such them, strategicand supporttactical administrative, for provide to trades” all of “jack a be to needs often analysts the haveto likely support,analytic of terms in needs similar are agencies individual have jurisdictions Although custom needs based on their internal police capacities as well as other city/county departments that may be Departments may be able to share positions a with other dedicated departments data in their engineer jurisdiction, or for they may the find first they need couple years developing of and enhancing their crime analysiscapacity. As analytical units rely heavily on technology, departments may seek to recruit persons with additional computer science, persons with additional computer departments seek to recruit may on technology, heavily As analytical units rely theseRecruiting engineer). data architecture, database coding, (e.g., skills technology information and science, data services technology information county or partnerships.or city, regional, available by influenced be may personnel in critical thinking and problem solving often are more vital to success than his or her academic study area.study her academic or his than vital to success more often are solving problem and in critical thinking crime theory and applications to police responses, departmentscrime theory to these applicants. themselves should not limit responses, and applications to police theoreticalapplying and statistics, solving, problem thinking, critical in background a provide degrees other Many engageto capacity individual’s An learned. be can problems crime to skills these Applying practices. to constructs communication, and completing projects. A graduate degree generally provides additional skills in research,in skills additional provides generally degree graduate A projects. completing and communication, studied have may degrees justice-related criminal with applicants Although output. of level higher a and statistics, turnsimmediately that education or training of type one no is there personnel, new departments recruiting For analysts. effective into recruits crime and intelligence analysts. The resulting gap analysis indicated that work performed gap analysis indicated both analyst types by The resulting analysts. crime and intelligence did not match industry standards development. to support ongoing professional developed plans were training courses and additional training for analytical processes. To address this deficiency, analystswere sent to roles roles and/or have the inclination to change job roles For may example, assist in Baton growing new Rouge skills and/or (LA) refocusing efforts. evaluated analysts’ roles and responsibilities against the job descriptions for be evaluated against industry standards for crime analysis roles and responsibilities. Current analysts may not analysts may Current and responsibilities. analysis roles for crime against industrystandards be evaluated be performing analytical processes at optimal performing be some analyticalfor analysts that may A training plan and abilities. lacking knowledge, skills or are levels because they are deviating from their intended roles and/ abilities that their knowledge, skills and it is suggested departmentIf your within analyst-type roles, has personnel Personnel. considerations three the on (based place in supervisionand are structure the Once capacity. analytic occur. should resources personnel current of re-structuring or recruitment the above), described other applied sciences to the police field. Because not all college programs are created equal, the evaluation of course work and/or potential exposure during exposure potential and/or work course of evaluation the equal, created are programs college all not Because field. police the to sciences applied other recruiting. during considered be should career educational person’s a See Herbert, J. and Hubbert, N. (2019). Justice. Although an an in advantage understanding learning of those tools, police experience provides it systems in does (from dispatch not or necessarilyrecords) analytical roles. for a prerequisite be should not experience enforcement law Prior data. analyzing thinking and critical into translate Global Advisory Committee. (2015). https://iaca.net/. at resources Analyst Crime of Association International Higher learning programs across the criminal justice field have grown to include minors and/or concentrations in crime analysis, geospatial analysis, and 4.

8 9 10 7 PAGE 5

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Public records data Public records (e.g., LEADS Online) Property recovery records records recovery Property Criminal justice resources for Criminal justice resources investigations (e.g., LiNX,investigations Accurint) Third-Party Data Sources (e.g., either Data Sources Third-Party through licensing and/or open research) through

files Census (e.g., alcohol, gun) External Data SourcesExternal Hospitals and schools (e.g., City or County data files) Housing, assessor and land use Business licensing and permitting Analysts must have access to data sources—both crime and non-crime—that allow themto data sources—both access have Analysts must , 11, 76. doi:10.3389/fninf.2017.00076. 76. 11, ,

Frontiers in Neuroinformatics Frontiers Traffic crash and citation records crash and citation Traffic Calls for service records Calls for service records Reported crime records cards Field investigation/contact Criminal intelligence databases Internal Data Sources department)(e.g., owned by Personnel resources that support that processesdata and technical resources Personnel Access to relevant data sources data relevant to Access storage) data software, Supportivehardware, technology (e.g., • • • third-party data sources. Table 2 below provides some examples of data sources valuable to crime analysis. crime to valuable data sources of some examples provides below 2 Table sources. data third-party external and of internal, and access inventoryrelevancy the Departmentsdetermine to data source annual should conduct to department data is directly through the analysts’ ability to conduct data queries and extractions from the sourcethe from extractions and queries data conduct to ability analysts’ the through departmentto directly is data analystsallows data) RMS and CAD (e.g., sources internal multiple from data to access direct and Timely databases. problems. assessment skills to identify and explain crime and problem-solving research their systematic to leverage For example, if the only way an analyst can extract information for analysis is through requests to information technologyinformation to requests through is analysis for information extract can analyst an way only the if example, For and/or a vendor, the timeliness and relevance of data decrease because of procedural delays. The preferred access problems problems that may be affecting other city/county departments and non-governmental stakeholders. Once a problem has performedoften stakeholders. other these with conjunction in are responses policing effective most the analyzed, been to generate a comprehensive understanding of community safety issues and to produce timely and relevant information timely and relevant issues and to produce of community safety understanding to generate a comprehensive and trends analyze and identify accurately to analysts allows sources data these of combination The products. and Access to relevant data sources. Access to relevant To ensure success, these analysts’ roles and responsibilities are defined and communicated throughout the department. the throughout communicated and defined are responsibilities and roles analysts’ these success, ensure To 8).Characteristic (See will requiring the ability to convey transparency with the community and avoid confusing technological jargon. confusing technological and avoid with the community transparency ability to convey the will requiring officials and community and businessbriefings, owners. with Exposing the explicit crime Some analysts analysts role may to be presenting of roll required information, calls to and internal department speak will at government help meetings analysts and develop community public meetings; speaking skills. these analysts and repeatability in analytical processes. For more on this topic, see Terminology. Plesser, H. E. (2018). Reproducibility vs. Replicability: A Brief History of a Confused excellent overview National of excellent S., Lawthis et topic, al. see (2001). discussion Schmerler Crime Advanced on & Mapping pages Velasco Topics. 83-88 in Bair, https://www.justnet.org/pdf/cmap_adv_topics_symposium.pdf. at Found Denver. of University Center, Technology Corrections and Enforcement The analysts or a data engineer should ensure that queries are captured and saved within the system or an analytical playbook to ensure reproducibility ensure to playbook analytical an or system the within saved and captured are queries that ensure should engineer data a or analysts The In addition to data sources that are available (both internal and external to the police), crime reduction efforts often require primary data collection. For an primary For collection. data efforts require often reduction crime police), the to external and internal (both available are that sources data to addition In 5.

12 11 Table 2. Examples of data sources for an analytical unit sources 2. Examples of data Table critical needs/characteristics:critical Data and Technology Data and Technology three are this goal, there achieve To data for decision-makers. and actionable relevant, timely, is to have The goal of analysis PAGE 6

International Association of Crimeof Association International RAND Corporation. RAND Some analysts have developed more technical more developed Some analysts have this support within a unit. Forskills to provide Department Police (NC), example, the Fayetteville has technical support within their Crime personnel in because of its involvement Information Center and other software systems applications developing its data collection, systemized packages that have example is the Another and reporting. processing, development CAU’s Sonoma County (CA) Sheriff’s and county, access to city, of a web portal to provide to personnel state data systems that allows sworn do their own information retrieval.

RMS Technical Requirements for Crime Analysis. Requirements RMS Technical High Priority Information Technology Needs for Law Enforcement. Technology High Priority Information The technology used to support to used technology The dictatesdata of analysis and management, storage, collection, the It is important not only for executives and command staff to see the value of a CAUa of value the see to staff command and importantis It executives for only not The technical system requirements of analyticalof requirements system technical The 13 Personnel resources to support to technical and data processes. resources Personnel analysts attending patrol briefings, investigative and specialty unit meetings, and by creating an intranet portal intranet an on focused creating by and meetings, unit specialty and investigative briefings, patrol attending analysts or a bulletin periodic user experience surveys customers (e.g., your loop from crime analysis. Also important is a feedback sortcan help is. not is what working and what is out board) forward, developing an internal communication plan will ensure that all department personnel are aware of what crimewhat of aware departmentall that are personnel ensure will plan communication internal an developing forward, e.g., by multiple channels, through be achieved analysis does and does not do. An internal communication plan can best seeking an analyst’s input and not receiving the requested information, they may not seek assistance again. not seek assistance may information, they the requested input and not receiving seeking an analyst’s situation and gaps in communication, as well as plans for movingOnce an agency has an understanding of its current experience. It is common for agencies within without a police unified units vision and view voice crime analysis for their analytical as only unit for to have officers command staff. Furthermore, based on officers’ experience Initially, the department should based on perception a negative have worse, they even or what crime analysis means or, of the value aware conduct an assessment of current perceptions. Many officers either are not to be made fully aware of how crime analysis can supportcan analysis crime how of departmentThe functions. their beto needs aware fully made be to proactive and have a communications plan for marketing the new and/or enhanced crime analysis functions. Marketing the unit. the Marketing specialists) crime prevention detectives, records, departmentbut for all personnel within the patrol, (e.g., programmer, or data engineer to adjust codes, lists, or other field variables. Personnel to support these efforts may be found be may efforts these support to Personnel variables. field other or lists, codes, adjust to engineer data or programmer, contracts. consultant through or vendors, third-party resources, technology information county or city the within characters for zip codes, address processThese information. collected of accuracy the improve verification, geocoding) to software a database administrator, require may improvements data quality and management practices. This includes the field or limiting numericalRMS (e.g., form normalization within CAD and Part of enhancing a department’s analytical capacity is improving Part a department’s of enhancing more powerful central processing units and higher capacity of capacity higher and units powerful processing central more have. laptops standard-issue memorythe department’s than platforms (e.g., ArcGIS) will also dictate the hardware needed by will also dictate the hardware ArcGIS) platforms (e.g., analysts to support running multiple applications and/or working requireoften workstations Analyst sets. data complex large, with analytics). software (e.g., SPSS, Qlik, Power BI, Tableau) and/or supporting Supportive technologies. storagedata and software, hardware, of type the Departments analysis. of pace and workflows evaluate should different cloud (e.g., features robust or modern supportcould planning technology more where areas identify and available currently Analysts, and Hollywood, John et al. (2015). (2015). al. et John and Hollywood, Analysts, Reference discussions on technology in Harris, Matthew, et al. (2013). (2013). al. et Matthew, Harris, in technology on discussions Reference 8. 7. 6.

13 Sustainability forward? moving else should it consider what personnel, and technology, data, departmenta Once structure, place the in has PAGE 7

. this article CITY HIGHLIGHT PARTERS RESEARCH Miami (FL) Police DepartmentMiami (FL) Police (MPD) analysis enhancements began their crime Smart MPD grant. Policing using a BJA analytical capacity, current their evaluated change recognized data and tools, and to receiving was needed. In addition and problem crime analysis fundamentals partner the research analysis training, embedded two graduate students within and to enhance data processing the CAU application of crime theory and police A summary of the changes responses. can be perspective the researchers’ from found in

Over time, a department’s Over with local researchers, it importantis more with local to researchers, find the person with experience on that topic and/or who on has worked the department’s specific policing issue. Researchers can also provide a higher level of rigor toevaluate both crime reduction efforts and program effectiveness, which may benefit the department’s futurerequests for funding and/or building. capacity Light duty personnel can augment data entry or specific analytical projects temporarily. Some agencies have employed have agencies Some temporarily. projects analytical specific or entry data augment can personnel duty Light for or identify theft reports) property crime solvers, data (e.g., online reporting these personnel to assist with evaluating identify theft cases.or crimes in property trends partnerto valuable is it Although partners effortspolicing applied both on collaborate can evaluations. and Research abilities, and interests. Some can provide data entry assistance, others with technical or analytic skills can provide a data entry assistance, others with technical or analytic skills can provide Some can provide abilities, and interests. academic institutions or organizations professional through of support. be recruited These individuals may higher level requirements.paid or unpaid based on Volunteers Volunteers can monitor camera systems, process traffic citations,or create analysis tools and produceregular maps professions analytic from retirees be may Some assist. to eager and educated well are volunteers Many reports. and insights. and skills can bring new who should be selected based on their skills, They and one-time projects. activities Interns can supplement both day-to-day • • • • Further enhancing the department’s capacity, if not through establishing new requirements, may require developing developing require may new requirements, establishing if not through capacity, enhancing the department’s Further partnerships to augment current resources and maximize department efforts. Below are a few examples: works on the crime problem or with technical personnel such as GIS or urban planning professionals. or with technical personnel such as GIS works on the crime problem government, and community-based organizations is is and community-based organizations government, important.also networking be should analysts Crime that with an organization and not solely with other analysts. Networking might be basis, on a regular Encouraging and providing opportunities for analysts opportunities for analysts Encouraging and providing justice, criminal policing, other with network to may be able to watch a webinar or take a class online, whereasonline, class a take or webinar a watch to able be may and interaction of a classroom.others need the structure be classroom or conference training, online classes or webinars,or classes online training, conference or classroom be learning styles, and some different have People or reading. efforts. Professional development plans for analysts is critical development efforts. Professional and lessons on techniques, application of theory, current to stay learned from the field. Professional development sessions may organization. Investing in current resources through professional professional through resources current in Investing organization. and learning opportunities training essentialis development and enhancement of the department’sfor the sustainability advancements advancements in the field. This growth will determine the supportanalytic across provide to resources these use best how to Enhancing your analytical capacity. analytical your Enhancing staff’s based on should grow capacity crime analysis to and exposure training, technical capabilities, knowledge, 9. PAGE 8

Center for Problem-Oriented Policing Center for Problem-Oriented Community of Practice Partnership Crime Analysis Safety Public BJA BJA Analysis Toolkit Analysis BJA of Crime Analysts International Association

Additional resources on enhancing crime analysis capacity capacity analysis crime on enhancing resources Additional PAGE 9 Using 1 2

expertise,leadership priorities. and This assessment was performed by Julie Wartell of the Problem Analysis Group. Ms. Wartell is a subject matter expert with BJA’s Crime BJA’s with expert matter subject a is Wartell Ms. Group. Analysis Problem the of Wartell Julie by performed was assessment This policing. within analysis use of to the perspectives international brings both domestic and and Demand initiative on Analysis resources, to agency size, agencies. Implementation strategies will vary according apply to several may These recommendations 1 2 The assessment provided recommendations to enhance TPD’s analytical structure, use and access of data and data of access and use structure, analytical TPD’s enhance to recommendations provided assessment The and used these recommendations and sustainability of crime analysis. TPD leadership evaluated technology, summarizes following The resources. potential and current their within plans implementation develop to them implementation. in TPD by taken steps initial provides and these recommendations TPD uses a variety of data as well as analysis-related software programs and tools, most of which are common are which of most tools, and programs software analysis-related as well as data of variety a uses TPD supportsfor technology management and application TPD IT of Tulsa City The country. the throughout to police public.the well as for as both internal development, All analysts reported to sergeants in their respective divisions. Similar to The reporting. support case administrative or involve tasks analysts’ the most of most analysis, of use the for vision agencies without a unified on the largely personnel (based widely across of sophistication, and use of data varied level types of products, and sergeants and skills and abilities of the analyst). Several the requestor by understanding of analytic value statistics.crime basic performedalso developed or analysis some detectives as well as some tactical support to field officers. The Investigations Bureau hosted civilian analysts within the within analysts civilian hosted Bureau Investigations support The tactical officers. some field as to well as TheseUnit. Intelligence Investigations Special the in analysts civilian and sworn both and Division Detective analysts supported case research. Last, the Administrative Bureau hosts one sworn and one civilian analyst external statistical requests. and executive-level for headquarterswithin responsible and resolve problems so people can live without fear in a safe environment.” To achieve this mission, the PDthe mission, this achieve To environment.” safe a in fear without live can people so problems resolve and and Administrative. Investigations, Operations, of in Bureaus has 808 officers working civilian of combination a with bureaus all throughout decentralized was capacity analysis crime TPD’s 2019, of As and sworn analysts (total number = 9). The Operations Bureau, with primary responsibility for patrol, hosts a support commander, administrative the to provided analysts These division. patrol each within analyst civilian future plans for change. future The City of Tulsa has approximately 400,000 residents across by resources apply all knowledge, skills and available 200 within the city with the mission “To agency enforcement square miles. TPD is the primary law crime prevent and property, life quality service,working in partnership protect to provide with our community In March 2019, Tulsa (OK) Police Department (TPD), a crime 2018 analysis PSP capabilities site, via requested BJA’s an National assessment Training of and their Technical the assessment Assistance report Center as a (NTTAC). guide, as well as an educational summit crime analysis on TPD’s describes background is implementing change. The following TPD stakeholders, held in November 2019 for TPD and and capacity, analysis crime their enhance to taken steps leadership, for provided recommendations capacity, National Public Safety Partnership Safety Partnership Public National Police Department Tulsa (OK) – City Highlight PAGE 10

TPD has begun the process of evaluating their current data, technology, and data, technology, their current of evaluating TPD has begun the process As a key component of this shift, TPD held a one-day summit to educate component of this shift, TPD held a one-day As a key In January 2020, TPD moved to a centralized CAU under the direction of the the direction under CAU to a centralized In January moved 2020, TPD Use crime analysis for assessments of crime reduction efforts reduction crime of for assessments analysis crime Use partnershipsExpand institutions/researchers academic with external crime analysis for resources other funding grants and use and Identify analysts crime other with network and associations Participaterelevant in Provide a variety of products to assist with both tactical and strategic/problem analysis strategic/problem and tactical both assist with to products of variety a Provide interns and volunteers with analysis crime Supplement analysts for training Provide staff command and detectives, patrol, including all personnel, to analysis crime Market Create a data warehouse/portal a Create products and data list of crime analysis a Produce traditional, and supplement analysis with data beyond the types of data used regularly Increase ones internal Include crime analysis in information technology purchases/implementations information analysis in Include crime reports and maps regular Automate products and and potential analysis tools the use of current Evaluate tools and analysis mapping user-friendly Develop Create a centralized or hybrid structure for crime analysis for crime structure or hybrid centralized a Create track career crime analysis a Develop • • • • • • • • • • • • • • • • • the future as TPD continues to implement changes. to continues TPD as the future TPD Sustainability Strategies: Sustainability TPD for internal changes, and of crime analysis, the reason on the value managers, analysts, and other stakeholders vision for enhancing their long-term This summit allowed TPD leadership to share how the changes will occur. TPDthe with engage to opportunityan stakeholders for department.the within data of use the provided also It in developed be department.the of furtherand needs clarify to may sessions Similar direction the understand Sustainability Recommendations tools to determine a more efficient and effective way of getting crime statistics and crimecrimesome of automation include the departmentthe within disseminated will likely This the public. to and analysisreports otheras well as IT, City with co-developed dashboards customized of implementation the through statistics processes.analytical TPD Data & Technology Strategy: Strategy: TPD Data & Technology Data & Technology Recommendations Data & Technology TPD Organizational Strategy: Organizational TPD manager would be the unit under a civilian to a centralized that moving felt TPD leadership crime lab director. and products, of analysis processes to consistency related of implementing other changes way most effective organization. supporting entire the and effectively policies, of analysts, developing development professional Organizational RecommendationsOrganizational APPENDIX A: CENTRALIZED AND DECENTRALIZED CRIME ANALYSIS UNIT ADVANTAGES

Centralized CAU Advantages Decentralized CAU Advantages Ways to Handle the Converse Situation Some technology/equipment is Analysts can travel to other divisions/ expensive and can be better shared units that have large, expensive (such as a big plotter for maps) equipment when they need Network/Internet connections may Make more of an effort to equalize area be slower at stations and other stations’ technology “field” locations Analysts can learn from one Ensure that the analysts receive another and be better resources consistent training and meet regularly when sitting together (and can to discuss common issues and cover for each other during problems absences) More opportunity and easier for Analysts can be assigned by area or “customers” (cops and detectives) investigative unit and should attend to see and talk to analysts, therefore briefings/line-ups and inv. meetings, go more apt to use on ride-alongs, etc. Reduces the opportunity for the Analysts can be more immersed and Commanders should be held Division Commander to adopt better understand the needs of the accountable— either the CAU manager the analyst as his or her personal division or investigative unit being a civilian equivalent in rank and/ assistant, computer helper, etc., or through a “service agreement” (see rather than spending time as the Northern Ireland’s model) division’s analyst The focus and work product are Ensure that the analysts get consistent solely crime analysis-related guidance and reminders that crime analysis is their #1 priority PAGE 11