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BESTPRACTICES
IN
CRIME
ANALYSIS:
NEWS&LESSONSFROMLATINAMERICA
PatricioTudelaPoblete
Santiago,Chile
Septiembre2013
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Author:PatricioTudelaPoblete,Ph.D.inAnthropology(Germany)and MasterinSafetyManagement
(Spain).DirectorofAnalysisandStudiesofFundacinPazCiudadana,Chile.
Email:[email protected]@yahoo.es.
FundacinPazCiudadana
ValenzuelaCastillo1881
Santiago,Chile
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CONTENIDO
1. Introduction........................................................................................................................................... 4
2. Theselectionofbestpractices.............................................................................................................. 5
3. Contextandchallengesforcrimeanalysis............................................................................................ 6
4. Analysisandcrimereduction................................................................................................................ 9
5. Informationmanagementandcrimeanalysis.................................................................................... 13
6. Demystifyingcrimeanalysis................................................................................................................ 14
7. Barriers................................................................................................................................................ 15
8. Conditionstooptimizetheanalysisofcrimeinorganizations........................................................... 17
9. Whataretheimpacts easychallengesordifficultchallenges?........................................................ 19
10. Bibliography..................................................................................................................................... 22
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BestPracticesinCrimeAnalysis:News&LessonsfromLatinAmerica1
PatricioTudelaPoblete(PH.D./MS.)
FundacinPaz
Ciudadana
Chile
Abstract:
This article describes the process of promoting a more effective crime analysis in Latin America and
addressestheimportanceoftheinstitutionalizationofcriminalanalysisunits(CAU)forcrimeprevention
and criminal prosecution. Cases are compared and conclusions are drawn regarding the barriers or
difficultiesandchallenges.Crimeanalysis isausefultool inthecontextofsecurityandsafetypolicies,
but it must also be upgraded from information management and knowledge management in law
enforcementorganizations.
Keywords:
Crime analysis, best practices, Latin America, barriers and challenges, information management and
knowledgemanagementinlawenforcementagencies.
1. IntroductionLearning
from
what
was
well
done
or
looking
at
successes
and
possible
failures
or
difficulties
is
acost
effective way of gaining knowledge, preventing anyone from committing the same errors that others
havealreadydetectedandcorrected.That'stheoriginalphilosophyofthisarticle.Herearepresenteda
set of traits that qualify as obstacles, advantages and challenges associated with crime analysis in 9
countriesusingthereviewandanalysisof37cases fromLatinAmerica.18wereselectedbecauseof
theircharacteristic; theyarebestpractices incrimeanalysis.FundacinPazCiudadanaconducted this
studywiththesupportfromMotorolaSolutionsFoundationandthe InternationalAssociationofCrime
Analysts,IACA).
This article analyzes compares and highlights commonalities and explores the achievements and
challenges in promoting crime analysis in organizations seeking to improve crime prevention and
prosecution. A common denominator to note is not only the collective effort of individuals and
institutions, but to go beyond that and consider the variety of initiatives, answers, and efforts to
measureanddemonstrate through indicatorshoweffective iscrimeanalysis, in itsdistinct forms,and
that is not only a necessary activity, but also a key process for establishing policies and strategies to
reducecrimeandthefactorsofinsecurityincountriesofSouthAmerica.
1PaperpresentedattheIACATrainingConferenceheldinFortLauderdaleonSeptember13th,2013.
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Another major common element of these practices is the close relationship between information
management, knowledge management, improving efficiency in prevention and prosecution, crime
analysisandthecontributiontothegenerationofbetterpublicsafety.
Associatingcrime
analysis
strategies
and
policies
to
reduce
crime
and
insecurity
is
to
put
on
the
table
a
setofchallenges institutionsarefacedwith, inordertoensurethatthisactivityrendersbetterresults.
The examples provided by public and private organizations of various countries in the region, are
highlighted here to develop policies for managing information and knowledge. The main challenge is
promoting internal and external organizational conditions that allow for better crime analysis. It is
recognized,however,thatthisanalysisisperformedintheframeworkofalineofstudy(apartfromthe
international literature)thataimsto identifyadditionaldeterminantsofsuccessorfailure inpoliciesto
improveskillsforanalysisinlawenforcementsagencies.
2. TheselectionofbestpracticesWith theconviction that it isnecessary to show theexperienceofcrimeanalysis inLatinAmericawe
haveworkedsince2010promotingbestpractices incrimeanalysis.Crimeanalysismustbedonewell,
andpeopleinourcountriesarealsodoinginterestingandnecessaryinnovations.Sothefirstcompetition
to select best practices in crime analysis was organized. Of course, previously it was necessary to
reviewdifferentapproachestoresponsewhatisabestpractice.Abestpracticeisamethodortechnique
thathasconsistentlyshownresultssuperiortothoseachievedwithothermeans,andthat isusedasa
benchmark.Inaddition,a"best"practicecanevolvetobecomebetterasimprovementsarediscovered.
Documentingandchartingproceduresandpracticesisacomplicatedandtimeconsumingprocessoften
skippedbyorganizations.
Thefollowingapproachwasdrawnup:thechoiceofthebestpracticestopromotebettercrimeanalysis
shouldtakeintoaccountthefollowingminimalelements:
1. Theneedsassessment2. Theproblem3. Theprofileofcrime4. Theresponsivenessoftheorganizationandprofessionalsbythesolutions5. Theempowermentandownershipopportunitieswiththeinnovation6. The actions to promote methods and types of crime analysis (tactical, strategic, investigative,
administrative),and
7. TheinnovationitselfWith
this
schema
acall
for
papers
was
made
and
from
each
institution
the
following
information
was
demanded:
a. Titleb. InstitutionalInformationc. Description of the elements (problems) that lead to innovating, introducing or
implementingtechnologiesandpracticesofcrimeanalysis intheorganizationand/or
territory
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d. Descriptionoftheconceptualand/ortheoreticalbasese. General background of the program, project, intervention or format of the crime
analysis,objectives(general,specifictargets,indicators)
f. Description of the informations management model and the tools used (identifyingwhat
or
which
is
the
innovation)
g. Reportaboutthebenefitsoftheprogram,project,interventionornewwayofanalysish. Descriptionof theproblemsandobstacles thathad tobeovercome to implement the
innovation
i. Identifyandexplainwhatprocessesarecriticalforbettercrimeanalysis(discussion)j. Reportofresultsandevaluationprocessoftheprogram,projectorinnovationk. Bibliography
CasesfromArgentina,Brazil,Colombia,Chile,Mexico,Peru,andVenezuela2wereselectedinthecontext
of the first call for to best or promising practices in crime analysis in Lain America. The study was
conducted by Fundacin Paz Ciudadana (Chile) in collaboration with the International Association of
CrimeAnalysts
(IACA)
and
Motorola
Solutions
Foundations.
3. ContextandchallengesforcrimeanalysisLatinAmericahasmorethanthreedecadesinwhichpoliceworkhasbeenchallenged,mainlyduetothe
insecurityexperiencedbythe inhabitantsofthemainurbanareas.Thecomplaintorreportrateshave
risenandthepercentagesofhouseholdsandvictimsareevolvingnegatively.Moreover, the insecurity
(asapsychosocialproblem)hassettledpermanentlyandextendseventosmallertowns,withoutgiving
anychancetoauthoritiesandinstitutionsresponsibleforthepublicsafetyofcitizens.
Indeed,thepublicsafetyandsecurityofcitizensisasocialandpoliticalnecessity,relatedtocriminology
andsecurity,notjusttheexistenceofcrimeorcrimerates.Italsoreferstothespecificdemandsofthe
population and its links in functioning to reduce crime and vulnerability. In this instance, the public
safety of citizens is closely related to the mission and tasks of the police and the penal system. All
countrieshavesystemsand institutionswhosesharedmissionresolve,orat leastminimizethecauses,
manifestationsandnegativeeffectsofthesethreatsandrisks.
Atthesametime,allpublic institutions(includingprivate)needandusecrimeanalysisproceduresand
theories. The introduction and improvement of capabilities for crime analysis is part of the
modernization of an institution, especially in law enforcement agencies. To achieve this in most
countries,thepromotionofmodernizingreformsinpublicinstitutionswiththeobjectivetoensureand
promotemoreefficientservices(moreeffectiveandofbetterquality)isakeyandfundamental(paying
moreattention
in
what
citizens
demands
and
in
their
expectations).
In
this
process,
the
police
and
other
lawenforcementagenciesarenot leftout. It isoftensaid thatamodern institution isonewhichwill
show specific attributes, such as efficiency, effectiveness and quality; in other words, better
performance.Crimeanalysisisimportantconsideringthisgoal.
2ThesepracticeswerepublishedinTudela(2012)andVarela(2013)
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Generallythelackofperformanceintheseinstitutionsispartofthedebateinmostcountries,becauseit
isakeysafety factor (Tudela,2011b). Inthiscontext,thecasespresentedandselectedallowtomake
threeassertionsabouttherelevanceofthisactivity:
a) Withoutcrimeanalysis(in itsdiverseforms)there isnomajoreffectiveness inthereductionofcrime.
b) The useof crimeanalysis in diagnosingand thedesigning of strategies and policies to reducecrimearekeys.
c) Crimeanalysis, that is, thegoodjudgmentandperformanceofananalyst,canhelpgivemorevaliditytothe implementationofpreventionandprosecutionefforts,thus improvingthesocial
legitimacyofapublicservice.
From those, it can ascertain that there exists a dual responsibility: to promote and improve these
competencies;and,inturn,ensureanddemonstratetheproductsandresultsofthisactivity.Therefore,
the effectiveness of crime analysis is an essential point; but more importantly, is that this will help
improvethe
quality
of
life
of
people.
Inparallel,severalstudiesshowthattheattributesofpolicingareessentialtobuildingandmaintaining
anadequatelysafeenvironmentandthus,abetterqualityoflifeincities.Assuch,thequalityofpolice
services and, of course, the models and strategies implemented are key, both from a sociopolitical
perspective(qualityofdemocracy)andfromthepointofviewofpeople(safety).Forexample,focused
on the efficiency of the police, a study showed that there are significant structural and contextual
correlations: the performance of the police, for example, is greater in countries with low rates of
homicide,withanindependentjudiciarypower,andhighincome,whilethesizeofthepoliceforceand
populationaswellasunemploymentrates,wouldbeirrelevanttoalargeextent.Itwasalsonotedthat
thereareother importantfactors,suchasperceptionandhowdemocraticaretacticsandstrategiesof
police(Sung,2006).However,verylittlehasbeensaidabouttheroleofcrimeanalysisanditsimpacton
safetyandthelegitimacyoftheinstitutionsofcrimepreventionandprosecution.
Thisleadstofocusingontheneedtobetterexplorevariousfacetsassociatedwithataskorfundamental
stageforcrimereduction:crimeanalysis.
Thereisnodoubtaboutthis.Theexperienceofsomecountriesshowsthatwhenthepolicedonotactas
expected and as they should, then the climate of safety and dissatisfaction is greater. In our region,
accordingtotheLatinobarmetroofthelastthreeyears(20092011)3,generally6in10LatinAmericans
aredissatisfied with the way the policework,even though this is not the same forall countries. The
surveyresultsoftheLatinAmericanPublicOpinionProgram(LAPOP)pointinthesamedirection4.
3TheLatinobarmetrosurveyconsistsofasampleof1,200casesinChileandothercountries.Thisisafacetofacesurveyhasa
marginoferrorof2.8% inChile,whileincountrieswithlargerpopulations,as isthecaseofColombia, isestimatedat3.5%to
95% confidence . The sample for Latin America considered 22,695 cases. For online analysis
see:http://www.latinobarometro.org/latino/LATAnalize.jsp. (Latinobarmetro isan annualpublic opinion survey that involves
some 19,000 interviews in 18 Latin American countries, representing more than 400 million people. It observes the
developmentofdemocracies,economiesandsocieties,usingindicatorsofattitude,opinionandbehavior.)4TheLatinAmericanPublicOpinionProject(LAPOP)surveysarepromotedbytheVanderbiltUniversitysince2004underthe
leadershipofDr.M.Seligson.Foronlineanalysissee:http://lapop.ccp.ucr.ac.cr/Lapop.html
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Inadditiontothis,itincludescaseswherecomparativelythepoliceenjoyhighlevelsofpublictrustand
social legitimacy (asChileandColombia inrelationtoLatinAmerica);therealsocoexistshigh levelsof
mistrust.Definitely,highcrimevictimizationratesonlyexplainapartofthelevelsofmistrust.Thereare
otherelementsatplay.
Amongspecialistsandpolicymakersexistsanagreementthat it isnotpossibleto improveormaintain
thesecuritylevelswithoutefficientandeffectivepolice,whodeliverqualityservices.This,undoubtedly,
poseschallengesofvariouskinds.Oneofthem istoadvancethe implementationand improvementof
crime prevention policies and policing, ensuring good performance. But, add to this also the
development of individual skills and institutional capacities for more efficient and effective crime
analysis.
Thus, among the many reasons to focus on the skills and capabilities for the analysis of crime in law
enforcement organizations, the ineffectiveness of law enforcement to follow strategies or standard
models isoneofthemost important. Indeed,the implementationofpreventionandcontroltacticsto
reducecrime
and
disorder
that
were
based
on
the
premise
that
the
police
presence
and
deterrence
workedwellenoughhaveproventobeineffective.Currentlythemodeliscriticized,especiallyfromthe
moment you install the conviction that it is reactive and that most of the time it is governed by
bureaucratic rules, without significant differences with respect to the characteristics of the people,
places,timesorsituations/problems(itonlypursuesthe"applicationofthelaw").Infact,whenresearch
showsthatthestandardmodeldoesnothaveanynoticeableeffectoncrime,disorderorfearofcrime,
thentheneedto innovatequickly is installedwhile lookingdirectlyattherelevantroletheanalysisof
crime can play and how it thrives in a favorable internal and external context, if organizational and
individualfactorsarerecognizedaskeys.
In the studied cases, the police and criminal prosecution agencies face difficulties or problems to
prevent, to investigate crimes and to prosecute offenders effectively. These problems are a common
preludetocrimeanalysisbecomingimportant:theneedtoinnovateandenhancecapabilitiestobemore
effective.
Another seldommentionedelement (whichdoesnotnecessarilymean thatyou'renotawareof it), is
that the control and enforcement strategies are inefficient, since the institutions show little
developmentintwokeyareasassociatedwithcrimeanalysis:informationandknowledgemanagement.
Indeed,as isclear fromthestatementsmadebyTilleyandLaycock (2010), it isnotpossibletoreduce
gaps in control and penal prosecution by trying to improve the efficiency before crime, without the
science of crime or the crime analysis. It can be added that this is not possible to achieve this if
simultaneously there aren't any innovations or suitable work in equally fundamental areas such as
information
management
and
knowledge
management
within
the
organization
and
between
institutions.Thus,anothercommonelement inmostcases isthatthetoolsandmethodologiesforthis
purposehavenotbeensufficientlystandardizedandimplemented(therearenoknownstudiesthatdeal
with assessing progress in these dimensions). Today it is knew that the crime reduction strategies
represent a significant share of effort in improving the management of information and knowledge,
especiallyinthefieldofcrimeanalysis(O'Shea&Nicholls2003aand2003b).
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Thereductionofcrimeandinsecuritymustbeaddressedandbackedanalyticalprocessesandpractices,
as is done in the field of scientific research of social behavior. In this context, of course, theories,
assumptions,thenatureofthedataanditsvalidityarekeyfactors.Justbecausetherehasbeenalackof
willand/orresourcesorotherreasons,certainlyworkinginthisdirectioncouldalsoexplaintheurgency
tofocus
and
to
review
the
models
and
strategies
of
policing
and
prosecution,
its
process
indicators
and
results.Thecorollaryofthissituation issocharacteristicthat,withouthavingto investadditionaleffort
initsdemonstration,crimeanalysisleadsustolookathowworkthepoliceandprosecutionagencies.
AshighlightedbyLicate(2010,p.8)inthecaseofthePoliceofOhio,theinstitutionalizationofastrategic
analysisfunctionrequiresachangeinthetheoreticalassumptionsthatguidetheworkoftheinstitutions
ofsecurityandjustice,aswellastheadjustmentoftheorganization.Asforthesupposedtheories,the
dependence on the standard model of the deterrence theory is supplanted, for example, by the
environmentalcriminologytheory,usedinworkpatternsthataremorestrategic,effective,andmodern.
Thisconcept iscertainlyapplicabletotherealityofLatinAmerica.Thiscanbeeasily inferredfromthe
casesanalyzed.
4. AnalysisandcrimereductionWhatiscrimeanalysisusedfor?Certainly,youcanwieldvariousgoodreasons.Butthebestwillbethose
that give clues about solutions or recommended courses of action, because of the urgency and
importanceoftheproblemoforigin(crisisofeffectivenessorlackofbetterpolicing).Noonecoulddeny
thatthekeyprocessincrimereductionistoavoidreproducingtheerrorsthatleadtostandardizedand
traditionalresponses,which,asnoted,areoften ineffective. Inthis instance, theanalysisofcrime isa
keyactivity.
Thus, compared to that question, even when the response seems obvious, there are at least two
dimensionstoconsider.The first,andmost immediate, isconcernedwiththeutility,whilethesecond
withtrendsandrecommendations.
First, there are fundamental agreements. For reducing crime there are two basic cognitive needs:
explainingandunderstandingtheoffense.Thisisalmostobvious,becausewhatyoucannotunderstand
orexplain(whyorhowtohandleaproblemofcrimeorinsecurity)cannotbecontrolled.Itistherefore
essentialtobeawareof thebenefitsofcrimeanalysis,butalsotoshowingthedifferenceswithother
tasksisalsonecessary.
Themanagementofdataintoinformationandknowledgehasapurpose,andshouldnotbeanexercise
ofillustration.Henceitshouldnotbeconfusedornotletusbelievethatsincethereishadabilityand
technologyto
crime
mapping
and
incidents,
then
there
is
auseful
analysis.
That
is
not
so.
Crime
mapping
isonly thebeginningofaprocess, fromwhich inferencescanbemade,but if theyarequestions that
ariseontheclarificationofsomeinstances,thenthiswillnotdo.Thus,thisonlyillustratessomethingofa
realitynotyetwellunderstoodorknown.Witnessing theabove, forexample, inonecaseshows that
solvingcrimes,eveninthecaseofunknownoffenders,ismoresuccessfulifreasoningtoolsandfeatures
ofthecriminalanalysisitselfareused.
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What is itthen?Whiletherearemanydefinitionsofanalysis,abriefreview leadsustovaluethework
doneby the InternationalAssociationofCrimeAnalysts (IACA),aswellasvariousanalystsexperience
reflectedinthecasesanalyzedfromLatinAmerica.TheseconcernsconvergeasBruce(2010)notedthat
crime analysis is a systematic process tool for the production of data, information and knowledge
"criminologically",designed
according
to
the
principles
of
relevance
and
timeliness,
which
starts
with
the
search and identification of correlations between data and data sets as it relates to incidents and
criminalactsandpatternsofoccurrence inaparticularplace,andservestoguidetheeffortsofpolice
andimprovetheresponsetothedemandandrequirementsofsafetyandjusticeinaplaceandtimeora
particularsituation.
Thus, the criminal analysis relates different sources and types of data or information flows, with
treatmentstandards,reasoning,productsandresults.Accordingly,itshouldbetreatedaspartofacrime
reduction strategy and a process of finding information and solutions on the ground. Briefly, the
reading of selected Latin American experiences and the review of the international literature, the
followingstepswereidentified:
1) Theidentificationandstudyofincidents/crimes/specialproblems.2) Thecharacterizationofpatterns,trendsandcriminalissuesandsafety.3) Thestudyoffactors(causes)associatedwiththesepatterns,trendsandissues.4) Thedisseminationofinformationsothatinstitutionscandeveloptacticsandstrategiestosolve
oraddresstrends.
5) Thestudyoftheresultsofcrimeinterventions.6) Theconsolidationoftheexperienceasagoodpractice.
Arelevantaspect,whichhighlightssomeofthecasesanalyzed, isthatthe limitsofanalysisarisefrom
boththenatureoftheinformationavailableandthequalityoftherecords,aswellastheapproachused
and the solutions sought. Then there is a central point: the key role of the ability to innovate and
combinetheprocessingofdataavailable (produced fromvariedbackgrounds inother institutionsand
stakeholders) and the use of different techniques (qualitative and quantitative data collection) and
appropriatesoftware.
In the secondcase, the international recommendationsandguidelineshighlight somekey trends that
helpunderstandthebenefitsoftheanalysis.
Thefirsttrendisthatthelastdecadeeffectivelyconsolidatesthebeliefintheimportanceoftheroleof
analysis in law enforcement organizations. This has been underlined by the United Nations invarious
documents,whenitcomestocrimepreventionandtheroleofthepolice(ECOSOC2002/13andUNODC
2010).
Asecondtrendconcernstheneedandthepositiveeffectof involvingvariousprofessionalsinthistask.
Indeed,fortheUnitedNationstherearedifferentformsofprevention(situational,social,etc.)inwhich
societycanandshouldwork5.Butthereisalsohowtheanalysisofcrimecanandoughttobetakenasa
practice, work or activity that involves a significant degree of interaction between institutions of
5ReportoftheXUnitedNationsCongressonthePreventionofCrimeandTreatmentofOffenders.A/CONF.187/15.July2000.
No.104106.At:http://www.uncjin.org/Documents/congr10/15s.pdf
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different natures and purposes, notjust those organizations that deal with public safety and criminal
prosecution.This is thecaseofFundacinPazCiudadana (Chile), theCommitteeonPublic Safetyand
Human Rights of theMetropolitan Council, whichworks togetherwith the CivilAssociation for Active
Peace in Caracas (Venezuela), or the Information System for Security and Convivencia in Medellin
(Colombia),which
would
add
observatories
in
other
cities
and
countries
in
the
region.
Athirdtrendisthegrowingconvictionthatwhateverthetopic,fieldornature,crimereductionpolicies
andactionsneededtobebasedonevidence.Again,accordingtotheUnitedNations(ECOSOC2002/13),
information management is, or should be, functional to that goal and it emphasizes section on
knowledgebased that crime prevention is not possible access without information strategies, and
programs for reducing crime should have a wide base of multidisciplinary knowledge about crime
problems,theirmultiplecausesandpracticesthathaveproventobeeffectiveandpromising(number
11)6.
This logic of philosophy of work has become a leader or dominant paradigm, because it ensures or
increasesthe
likelihood
of
success
permeating
day
by
day
the
decision
making
process
in
policing
and
prosecution,especiallyinthedesignofpolicies(Celik,2010,p.177)7. Accordingly,thereisnodoubtthat
policemanagementmodelsand theiranalytical supportarecentral to reducingcrimeandmaximizing
profit:forcosteffectivenessapproachwouldbeoptimal.
Forthoseanalyzed,theexperiencesofArgentina,Brazil,Colombia,ChileandVenezuelaagreethatcrime
analysisdoesnotonlyseektoobservewhatishappeningorwhathashappened.Incontrast,theanalysis
seekstowarnandavoid,andtakesaproactivepursue:toprovideevidenceandtoreducecrime.
Anothercommonelementbetweenthepracticesdescribed istheconfigurationofavaluechainthat
transforms into a virtuous circle if you meet certain attributes and purposes. In other words, the
identificationanddisseminationof informationanalysisproducts,relatedcrimepatterns,serialcrimes,
crimetrendsandsafetyissues,soughttobepreventedstilloccur.
Therefore, the studied cases highlight its utility in targeting resources and efforts for the design and
implementation of prevention strategies or for more effective action and suggest (it should be
considered)theanalysisasatool formeasurementthe impact (evaluation)oftheactionsundertaken.
Althoughthelatteristheleastdevelopedasofyet.
In short, to the question of why? the reading of selectedpractices confirm that these methods help
reduce crime (effectiveness). However, there emerge two new arguments (related benefits that
6Also,theruleorrecommendationisthatgovernmentand,whereappropriate,civilsocietyshouldfacilitatecrimeprevention
(paragraph21).Inthisregard,bywayofillustration,herearejustsomeoftherecommendations:B)Supportingthegeneration
of useful and practical applications that are scientifically reliable and valid; C) Supporting the organization and synthesis of
knowledge and to identify and fill in gaps in the knowledge base, E) Applying this knowledge in replicating successful
interventions,developingnewinitiativesandanticipatingnewcrimeproblemsandpreventionopportunities,andF)Establishing
data systems to help manage crime prevention more economically, including conducting regular surveys and crime
victimization.7Evidencebasedpolicing(Welsh,2006,p.305)couldhelppolicedecisionmakinginfindingappropriatepolicingstrategiesfor
specificproblemsbytheuseofscientificevidence.Crimeanalystsutilizinggeographicalinferentialstatisticsmightplayacentral
role inpredictivepolicing (Russo,2009,1asprinted),whichaims to integratecrimeanalysis, intelligenceledpolicing,and
crimefightingstrategies,toimprovepolicecapacityforcrimeprevention(Celik,2010,p.177).
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emphasizeinnovationandintroducenewwaysofworkinginorganizations),emphasizingefficiencyand
accountability:
Directbenefit:crimeanalysis isa fundamentalstep inplanningand implementingtheworkofthe
police
and
prosecution
agencies
by
helping
to
indicate
where
and
when
there
is
greater
need
forresources,howtousethemandhowtomonitorthehistoricalevolutionofcrimeratesand
crimetointelligentlyandeconomicallyaddressthecausesofcrimeandnotjusttheeffects.
Indirect benefit: thanks to the analysis, based on the proper information and knowledgemanagement, planning and subsequent action by law enforcement and prosecution becomes
consistentwiththecriteriaofpoliceaccountabilityitself.Thus,theorganizationsresponsiblefor
reducingcrimeandprosecutionbecomemoreefficientandeffectivetosociety,publicopinion
andthemedia,helpingtoachievehigherlevelsofpublicsafety.
Forexample,asdescribedby thepracticesof thePolicade InvestigacionesdeChile,Carabinerosand
prosecutorsfrom
National
Prosecutors
Office
of
Chile,
from
the
analysis
of
the
modus
operandi
and
the
knowncharacteristicsof theoffenders, inferencescanbemade regardingtheoperationaldeployment
andtargetingofresources.Inotherwords,theanalysiscanbetranslatedintoevidencefor:
1. Forecastingthevolumeofpoliceactivitiesforthecomingmonthsandyears;2. Measuringtheeffectivenessoflawenforcementprogramsandplansimplementedand,3. Distribute the workload in police units following geographic areas, among other criteria.
Consequently,iftrendscontinueandthriveinthepracticesdescribed,itisexpectedthatmanagersand
policechiefsatsomepointneedtoreviewtheirprocedures inanoperationalanalysisorananalysisof
anadministrativenature.
Whileinmostcasesitcanbeinferredthatanalystsdonotseemtousethedistributionoftheworkload,
thedisplacementofcrime,thespreadoftheeffectsofthefocusedtechniquesforcrimepreventionand
evaluations program in order to understand the weaknesses and the effectiveness of strategies to
reducecrimeanddisorder.Ascanbeexpected,thenextstepwillprobablylookattheunitresponsible
for the analysis and the relationship with the organizational environment and, consequently, the
evaluationtargetedonperformance.
Indeed, although there is evidence that there is a correlation between crime rates or adoption and
integration of units and analysis strategies in organizations, certainly to better assess the analysis in
institutions,thecontextandtheorganizationalenvironmentshouldbereviewed.Fromthisperspective,
organizationscanbeseenasproductsoftheenvironment.Theyadaptandadoptnewprocessesand/or
mechanismsto
respond
to
differentiated
demand.
It
is
amistake
to
assume,
as
referred
Celik
(2010,
193),thatthecrimerateandpopulationsizearecrucialtotheeffectivenessoftheanalysis,especiallyin
regardtotheabilitytosolveproblems.
Determinants are the contents of the training, and having the ability to use innovative and validated
techniquestoaddresscrimeandcrimerates,ratherthanthesizeofthepopulationandthe institution;
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i.e.personalattributesratherthanthetechnologyavailable8.Inshort,thefactorsthatreflecttheability
ofownershipandempowermentoftheorganizationaretheneedforeffectiveandtimelyanalysis.
Thesefactorsleadustolookcarefullyatthepolicyleadingtotheinstitutionalizationofcrimeanalysisin
organizations.By
the
way,
there
is
evidence
to
confirm
that
the
support
of
the
organization
and
formalization or institutionalization of the analysis, together with the individual attributes, are more
influentialthananythingelse(Celik,2010,p.194).
5. InformationmanagementandcrimeanalysisWhatdoesitconsistof?Therearevarioustypesofanalysis(intelligence,investigative,tactical,strategic,
administrativeand operative). Whatever the type of analysis to be performed, it understand multiple
operationsandargumentsthatseektofindrelationshipsbetweentestimoniesorstatements,evidence
or data collected, which are not "obvious" at first sight. We search for associations and causal
relationships, based on mapping, statistical techniques (descriptive analysis) and qualitative analysis
(contentanalysis).
There
is
several
software
that
support
these
processes.
This
is
illustrated
in
properly
selectedcases.
Thus,thestudyofthepracticesleadstotheconvictionthatthecrimeanalysisisacomplexprocessand
so is using a set of relevant data as evidence, analysts argue, with the hopes of discovering causes,
effects, qualities, motives, opportunities, risks, etc., and having them serve as a basis for action. This
opinion is consistent with what some call actionable intelligence (Ratclife, 2007)9. Indeed, crime
analysts can be seen as knowledgebased workers: for they collect, collate and analyze data, and
disseminate results. Analysts can give value and meaning to the abstract data and convert it into
knowledge for action,which,by the way, is the responsibilityof theusersof theproductsofanalysis
(Celik,2010,p.183)10.
Afactthatdeservesattentionhere isthat,while it isanecessarystepandthepreludetotheanalysis,
research and preparation of data and information is not, strictly speaking, crime analysis. For that
reason, it seems necessary to differentiate and emphasize that the analysis of crime is part of
informationmanagement,butnotequivalent.
8 Indeed,when theanalyst does itswork it hasapurpose associatedwith apointof view based on assumptions leading to
implicationsandconsequences.Usesconcepts, ideasandtheoriesto interpretdata,factsanduseshisexperienceandthatof
othersintheorganizationand/ordescribedindetectiveliteratureonpreventiontechniques,inordertoanswerquestionsand
solve problems. Among the steps or key skills include the ability to identify and generate purposes, ask questions, use
information,making inferences, making assumptions,generate implications,critical reasoningand incorporate reflectionson
theirwork,identifyandrecommendsolutionsorcoursesofaction,skillscommunication,amongothers.9 Ratcliffe (2007) states that it is a process in which data and information are transformed into knowledge and intelligence
products.Thedataisdiscussedorworkedonasobservationsandmeasurementsoncrime,disorderandotherchallengesfacing
the police. The information contains the data that is the most relevant and purposeful. The analysis is described as the
application of scientific methods to solve the problem. The data and information analysis adds context, meaning and
interpretationthatproduceknowledge.Knowledgeproductsarearticles,reports,andbooksthatgeneratemoreknowledge,but
arenotconsideredintelligenceuntiltheyarelinkedtoacourseofaction(Licate,2010,p.2)10
Lawenforcement executivesare increasingly recognizing that theyareno longer in an information poorworld:dataand
informationabout thecriminal environmentandcriminalactivityabound.Thechallenge is tocorral this wealthofdata into
knowledgethatcanenhancedecisionmaking, improvestrategiestocombatcrime,andincreasecrimepreventionbenefits.In
otherwords,theaimistoconvertdataandinformationintoactionableintelligence.(Ratcliffe,2007,p.1).
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Informationmanagement isgenerallycharacterizedbythe followingactions:collectionandprocessing
formanagingandaccess (databasecreation);and the recordsare frequentlyknownasattributes that
help describe situations, events or objects in reality that the researcher or analyst seeks, collects or
obtains fromafile(digitalorphysicaldocument).
Specifically,informationmanagementisthesetofactivitiestomonitor,storeandsubsequentlyretrieve
dataproperlyproduced,receivedorretainedbytheorganizationdoingtheirtasksormissions.Itstarts
withagooddocumentmanagementandreachesuptotheexistenceofmechanismstoaccessdataina
timely,reliableandvalidatedroutine.
Consequently, the mere data processing is unsuccessful or irrelevant if does not abide to a particular
logic:solvingproblems,makingdecisionsaccordingtorecommendcoursesofaction inordertoreduce
crimeandsecurityproblems.Thisisacommondenominatorofgoodpracticeincrimeanalysis.
Indeed, the core of the analysis methodology is due, first, to a logical process and, secondly, a
methodologicalprocess.
Both
are
characteristics
of
the
production
of
scientific
knowledge
(empirical
or
cognitive).Itconsistsofarepetitiveprocess,soitfollowscertainstandardswhichincludeataminimum
aseriesofsteps.
Followingtheexperiencesandpracticesdescribed inthefieldoflawenforcementandprosecution,the
logicalcircuitthatoptimizestheanalysisisasfollows:
1) Detectionoftheproblem.2) Analysisofthesituationcases(withtheuseofpolicemodels).3) Designaresponseorhypothesesbasedonobservationsofrealityandcriminologicalknowledge.4) Analysisofdatadescribingchangesassociatedwiththeresponsemade.5) Validationoftheresponse(impactanalysis).
Ontheotherhand,themethodologicalprocessofanalysis,whichdescribesapathtoarriveatinferences
andvalidandreliableknowledge,canbesummarizedinthefollowingsequence:
1) Datacollectionanddatamanagement.2) Readingandaccessingdata.3) Dataanalysis.4) Disseminationofinformation.5) Developmentofstrategy.6) Evaluation.7) Feedback.
6. DemystifyingcrimeanalysisInLatinAmericararelyistalkedaboutcrimeanalysis.Moreover,thereareveryfewplacestodiscuss,for
example, challengesanddesign solutions, shareexperiencesand recognizegoodpractices.Something
similarhappenswiththeopportunitiestotrainpeopleinasystematicandhabitualway.
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Aroundthisactivity thereareseveralmyths,errorsoromissions,whichshouldbecleared forabetter
understanding and proper implementation in organizations. The review of selected cases is the first
attempttoidentifybestpracticesincrimeanalysisandithelpsustoidentifysomepointsorkeyaspects
formakingsomeassertionstotrulyunderstandwhichthechallengesarereally:
Crimeanalysisis:
1. Aresponseoftheorganization(s)thatassumestheresponsibilityfor implementingpoliciesandstrategies to reduce crimeand disorder. Therefore, it canbe said thatevery day obtains new
promoters,ascrimeanalysisisvalidatedasacomplementaryandnecessarypractice,especially
inpoliceandprosecutionsagenciesandamongcivilauthoritiesthatshareequalresponsibilityin
makingdecisionsaboutcrimereduction.
2. It isaworkorwayofdoingthatfollowsamethodology.Itusestechniquesandproceduresfordata processing, accompanied by a set of reasoning and inference rules, which assist with
triangulation
techniques,
contrast
of
sources
and
types
of
information
readily
available
inorganizations.
3. Notimprovised.Theanalysisissubjecttocriminalproceduresandstepsthatarebasedonasetof assumptions and criminological knowledge that aim to help identify crime patterns, solve
crimeseries,andevenmakeshorttermprojections.
4. It isnotjustaproductorservice, it isalsoaresult,andforthatreason,oughttobemeasuredwithefficiencyandeffectiveness,asitfocusesoncriminalactivity(crime,offenders,victimsand
places) in order to discover and produce sensitive and valuable information that allows for
research in order to clarify crimes, apprehend prolific offenders, make an easier efficiently
distributionofresourcesandpreventtheoccurrenceofrecurrentcrime.
5. Notjustacomputer issue,butprofessional skills (humancapital). It involvesawidevarietyoftreatment processesand information management, supported bycomputer software, but the
software does make the analyst. The difference is made by the trained staff, not by the
technology used. Indeed, one could accomplish this task without computer technology, but it
wouldjustbeslowandcumbersome.
6. Itisanecessarytaskthatcannotbetakenononlybythepolice,butthatrequirestheattendanceofnonpoliceprofessional skills,ofprofessionals in the social sciencesandother disciplines,
becausethisismostsuccessfulwhenexistsaninterdisciplinarycollaborationacrossagencies.
7. The nonpolice experts and the police leadership alliances are seen as virtuous strategies toprevent and reduce crime, while information management and analysis are assumed to be
opportunities forcollaborations rather than threats fororganizations.Thus, thecrimeanalysis
meritsanorganizationalresponseanddemandscrucialprofessionalskills.
7. Barriers
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Butnoteverythingishunkydory.Therearealsosignificantbarrierstocrimeanalysis.Thereviewofthe
11casesallowsus todetectasetof factorsordifficulties thatconsequently limit their impacton the
crimereduction:
1. Lowqualityofthedataintherecordsofthepoliceandprosecutionagencies;2. Poor quality and limited nonpolice information, i.e. referring to territories or demographic
profiles of victims, vulnerable groups (in risk and of risk), and offenders, among others (stale
data);
3. Issuesofaccessandflowortransitofdataandinformationwithintheorganizationandbetweeninstitutions;
4. Littleknowledgeoftechniquesandlimiteduseofqualitativedatasources;5. Limited use of victimization surveys which complement the police sources for the analysis ofcrime;6. ThelackofaformaldefinitionandfunctionalrolesoftheCrimeAnalysisUnitandanalystswithin
theorganization;
7. Lowcredibilityininstitutionscandiminishtheimportanceofcrimeanalysis,makingitcommonlyasasteporactionformarketingoracommunicationsstrategyoforganizations;
8. Lowawareness (willingness)on theneed to innovate incrimeanalysis. If the institution isnotthemainpromoterofthecapabilitiesandusesofcrimeanalysis,itdoesnotthrivesignificantly,
creatinganadverseworkenvironment;
9. Lackofformaltrainingandpublishedresourcesconcerningtocrimeanalysis;10. Ignoranceregardingtheroleandcontributionoftheanalyst.Mosttimesitissensed,butrarely
evidencedinandoutofanorganization;
11.Belief that the work of the analyst is a "deskjob" and ignoring that the role can be a bridgebetweenorganizationsandtherealityforvictimsorpersonsworkinginaterritory.
12.Crimeanalysisdoesnotthriveinanorganizationifitisnotassociatedwithchangeorinnovationintendedtotransitionfromapolicytoastandardpractice;
13. Impact of crime analysis depends on or is directly related to the ability of the organization'sheadquartersandotherinstitutionstoassessandemploytheservicesofthecrimeanalysisunits
and,
14.Scarcefeedbackmechanismsaffectthetuningrequiredbetweentheuser(leadership/decisionmaker)andtheanalystandunitresponsibleformakingorcarryingoutthevariouspossibletypes
ofanalysisrequiredintermsofthetypesofproblemstoaddress).
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8. ConditionstooptimizetheanalysisofcrimeinorganizationsHow
to
overcome
these
obstacles?
What
is
required
for
crime
analysis
to
be
successful
and
effective
in
reducingcrime?Thecasesstudiedgivesomeinsight,butnotsufficient,whichareexposedfromalower
toahigherdegreeofcomplexity:
1. Identificationofroutineusesandfrequentelaborationofreports;2. Developmentofsystemauditsofpolice records toensure thevalidityandqualityofdataand
records;
3. Establishingtrustrelationshipsbetweenpeople,institutionsandauthorities,aspartofaworkingphilosophyofmutualcollaborationandcoproduction;
4. Introductionandinstitutionalizationofcrimeanalysis(aspracticeandworkunit)onthebasisofpolicyandprogramdevelopmentintheorganization,and,
5. Developaplantopromoteorganizationallearningandinnovationincrimeanalysis(introducingnewprocessesandapproaches).
Certainly,whatismentionedabovedoesnotrequiremuchexplanation.Thecorrelationissimple:crime
analysiscannotprosperifthereisnotapolicy(topdown)oninformationmanagementandinstitutional
enforcementwhichisexplicitlysupportedbytheappropriateresources.Theexperiencescomparedhere
and the reviewsof theexperiencesof someorganizationsareextremelyuseful.Although theydonot
declare,asecondorderobservationoftheselectedcaseswouldprobablyconfirmthatorganizationsare
socomplex,thatthedataandknowledgearefragmented,difficulttolocateandshare,and,therefore,is
redundant and inconsistent if not fully utilized. All cases examined include information as input and
highlightsvarioustasks,suchas:
a) Accesstovarioussources;b) Useofsupporttools(computer)andc) Qualityassuranceofregistration.
Anothercommonelementamongtheanalyzedpracticecasesisthattheorganizations,bothpublicand
private,doomedby the lackofcrimeanalysis, requireadatamanagement infrastructure, information
andknowledgetoconfigureandenhancetheresourcesandcapabilitiestogether.Thisisafundamental
requirement.Organizing
records
and
data
for
crime
analysis
is
akey
step,
known
as
information
management.
Bestpracticesshowthatdatacollectionandthegenerationofinformationarebasedonorareaimedat
guaranteeingusefulcriteriainprocessesthatensurereliabilityandvalidity.Itissuggestedthata
checklistbeusedlikethefollowing:
1. Whatinformationisneededtoanswerquestionsarisingfromtheattempttosolvetheproblem?
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2. Whatdataisrelevanttotheparticularproblem?3. Whatothertypesofdataneedtobecollectedandproduced?4. Howdoweknowthisinformation(data,evidence)isaccurate?5. Isrelevantinformationavailabletotheorganizationandfunctionoftheanalystspurposeor
goal?
6. Whatinformationisbasedonanalysisandassessment?7. Istherebiasintheanalysisandexperience?8. Howistheinformationandanalysisvalidated(triangulation)?9. Isthereimportantdataandinformationthatweneedtoconsider?10.Whatexperience(practicesandcase)supportthemeasuresorcoursesofactionrecommended?
In consequence, the analysis of the practices can infer some characteristics of how to perform this
activityinsomeorganizations:
a) Informationmanagementandcrimeanalysisinorganizationsdonotreferonlytodocumentsordatabases,
but
also
in
organizational
routines,
processes
and
standards
of
behavior.
b) Themorerigidandcentralizedorganizationswithlessdynamicstructures,havemoreproblemstoshareandintegratetheirprocessesofinformationandknowledge.
c) Coordinationproblemsaresignificantlycorrelatedwiththesizeoftheorganization.d) Teamsinsmallorganizationstendtoworktogether,whileinlargeorganizationsdosodispersed.e) Workingtogetherfacilitatescommunication,coordinationandknowledgesharing.f) The problems of collaborations are associated with both physical and geographical distances,
andtodifferencesinculture,languageandinterests,butbasicmentaldistancesreflecthowwe
seeandactasanorganization.
g) While collaboration is necessary, sharing information and knowledge is often problematic,requiringapolicytofacilitateit.
It is interesting to observe that in several cases studied, coincidentally with the literature reviewed11
extrainstitutional variables or situations or circumstances, organizational factors and individual
attributesarehighlighted.
Accordingly, there are (at least) two dimensional determinants in this field: the first is related to the
internal/externaldynamicinwhichtheanalysisisconducted(thepointofreferenceistheanalystversus
theorganization,andtheorganizationinrelationtootherorganizations);andthesecondrelationisthe
internalpurposes(theanalystintheorganization)andhowitistransformedintoknowledgetosupport
anefficientandeffectivepolicyforreducingcrime.
Theinstitutionsthatseektoimprovetheanalysiscanbefacilitatorsor,paradoxically,presentobstacles.
Whatobstacles
arise?
An
analysis
of
the
experiences
of
the
region
shed
some
light.
Thesupportoftheorganization isnecessary,butsometimes it isnotstrongenough toshowhowthis
contributes to the achievement of organizational goals. While internal and external users value the
analysisofcrime,forasuccessfulanalysisanenablingenvironmentisrequired.
11Theanalysisofthesefeatures isconsistentwiththatdescribedinotherparts,especially indeeperstudiesconducted inthe
lastdecade(O'SheaandNicholls,2003aand2003b;Taylor,Kowalyk&Boba,2007;Licate,2010;Celik,2010).
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The lackofconsolidationofcrimeanalysis intheorganization isrelatedtotheacceptance,sometimes
preliminary,ofitsusefulnessanddemonstratesonlypartialbenefits,andfurtherrelatestotheexistence
ofspecializedunitstosupportpoliceworkandprosecution.
Thefeedbackbetweentheanalystsandtheusersisnecessarytoo.Itisknownthatorganizationalculture
oftenundervalueswhoeverworksbehindadeskor it isbelievedthattheanalystdoesnotbelongto
theoperativeworld.ThisistrueinLatinAmericaandincountrieswherefordecadescrimeanalysisisa
developedpracticetoo(Taylor,KowalykandBoba2007,162).
The cases shows that when there are good communication practices among police on the street and
membersofcrimeanalysisunits,theuseoftheanalysisintheorganizationisimproved.Inthiscontextit
is important toconsiderwhatCelikstates (2010,184):Whenananalystbelieves that itsproductsare
highlybeneficialforendusers,theyaremotivatedtousevarioustypesofanalysistechniques,seeking
varioustroubleshootingtoolsandemployawiderrangeofdatatypesincrimeanalysis.
Thus,the internalstrategyandthewillingnesstoadopt innovativetechniques incrimepreventionand
prosecution in association with the implementation of appropriate technology can be significant and
predictivefactorsasdemonstratedbyCelik(2010).
9. Whataretheimpacts easychallengesordifficultchallenges?As the cases examined show, the analysis not only requires data and technology, but fundamentally
trainedpersonnelandaworkenvironmentthatoptimizestheproductivityofanalysts.
Organizationsthathaveestablishedcrimeanalysisunitshaveusedspecialstafftoperformspecifictasks
and allocated adequate resources for better information management. However, even when crime
analysis has been established as a fundamental activity, there is still a gap for the analysis to gain
legitimacy as a profession in organizations and, moreover, as an indispensable and essential
organizationalcapacitythatisinherenttocrimereductionandefficientcriminalprosecution.
Inthiscontextitshouldbenotedthatprogramsandmechanismsthatgivesustainabilitytotheinduction
andimprovementoftheskillsandorganizationalcapacitiesofcrimeanalysisarenotmentioned.Thisisa
weaknessthatmustbeaddressedandovercome.
How is theexperienceofanalysis in theorganization capitalized? Indeed, as it has been documented
elsewhere, here lies a major difficulty, since in most cases the process of institutionalization and
validationof
these
cases
have
clashed
with
elements
related
to
organizational
culture,
the
weakness
of
certaindeterminantsforsuccess,andlackofthepoliciesfocusedinthepromotionofcrimeanalysis.
In fact, it is no longer talked about information management. It is not mentioned the existence of
mechanisms and processes aimed at knowledge management and the accumulation of experience
(systematizationofbestpracticesorpromisingpracticesincrimeanalysis).
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Inpractice,knowledgecanbeunderstoodasasetof images,beliefs,meaningsandexperiences that
enhance the abilityofunderstandingand that determine theability toexecute tasks, solveproblems,
and make decisions (Prieto 2003, p. 23, quoted by Badiola, 2010). The notion of knowledge in the
organizationalcontext includesaspectsof informationavailableto individualsandorganizations,which
arerelevant
to
reach
an
understanding
of
their
decision
setting
and
to
choose
and
implement
the
most
appropriatecoursesofactioninthatparticularcontextandassimilatetheresultsthatcausesuchactions
(Badiola2010,p.22).
ParaphrasingBadiola(2010,p.32),knowledgemanagement is linkedtoorganizational learning,that is,
creatingtheabilitytoacquireandmanage informationandwithdevelopmentencouragepotential for
change in an institution. The conversion of tacit to explicit knowledge forms the socalled spiral of
organizational knowledge creation, which aims to create conditions and incentives so that the
knowledge of individuals is incorporated into the organizational structure and can be used by other
analysts,itisarelevantfactorinthiscase.However,verylittleofthisoccursincrimeanalysis.
Theinstituting
of
knowledge
is
the
core
of
organizational
learning;
specifically,
the
organization
that
learnsisthatwhichiscontinuallyevolving,transformingitsflowofinformationinastockofknowledge
that is disseminated to other areas or units, allowing it to produce superb result and services. Thus,
informationmanagementisorganizationallearning,adaptation,improvementofqualityofservices,and
thestrengtheninghumancapital.
Therefore, the induction of crime analysis practices will lead us to address the learning of the
organization,both thechange/adaptationoforganizationalbehavior,andthecreationofaknowledge
basethatsupportsit.Inshort,organizationallearningisadynamicprocessthatoccursatdifferentlevels
of the organization, driven by the interactions with external and internal stimuli, and is aimed at
obtainingnewknowledgerelevantinparttothoseindividualsandgroupsthatcompriseitwhogenerate
and develop skills to improve the performance and results and who contribute to the acquisition of
competitiveadvantagesthathaveaneffectonperformance.
In the case of an agency focused on prevention or criminal prosecution, information management is
relatedtotheprocessesbywhichtheinstitutionacquires,produces,stores,shares,andusesknowledge,
ideasandexperiencestoimprovethefulfillmentofthemissionoftheorganization.
The information management in crime analysis implies specifically to generate, search, store,
disseminate, use and share information within the organization. For this several conditions must be
there:
a) Mechanismsandinstancestoidentifyknowledgeneeds,morethanjustinformationanddata;b) Establishmechanismsneededtoacquire,store,shareandtransferinalldirections,the
knowledgethatresidesineachdivision,andheadquarter,especiallyinacrimeanalysisunit;
c) Havetheabilitytorecovertheexperienceandknowhowtheorganizationandtheanalystshavegainedovertheyears;
d) Strengtheningandimprovingflowsofknowledgeinallexistingprocessestoincreaseefficiencyandeffectivenessinthedailyworkoftheorganization;
e) Beabletorecognizeexpertsandexpertiseandvaluethem(incentives);f) Distributeknowledgeaccordingtotheneedsandpreferences;
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g) Provide,withtheexplicitknowledge,abestpracticeinthefightagainstcrime.It is said that a better management of knowledge is related to the organizational culture and human
factors by 80%, and that only 20% is related to technology. According to this, the conditions to give
processessustainability
and
capitalize
on
crime
analysis
in
organizations
will
depend
more
on
systematic
work than the quality of knowledge, productivity and capital treatment of the organization. In other
words, itwilldependondoingwhatever it takestogetthemostoftheresources,analyticalskillsand
knowledge in theorganization. None of this will happen if you donothavepoliciesand strategies to
sustaintheorganizationalandfunctionalpurposes.
According to theaboveandconsidering the factors thathavehinderedcrimeanalysispractices in the
casesconsideredinthisstudy(allowingustoextendandrefinethelistoffactorsdiscussedintheSecond
InternationalWorkshoponSmartStrategiestoReduceCrime,organizedbytheInternationalAssociation
ofCrimeAnalystsandFundacinPazCiudadana(Tudela2011a),theconstructionofanenvironmentfor
crimeanalysisinvolves:
1) Commitmentofthegoverningbodytopromotingcrimeanalysis.2) Aresponsiblestructure.3) Optimalequipment.4) Aflowofinformationflow clearcommunication.5) Trainedstaff.6) Ademandingorganizationguidedbytheconvictionthatcrimeanalysisservesasabasisfor
operationalresponsesandtheservicesitprovidestheorganizationincrimepreventionand
criminalprosecution.
7) Thephilosophythatpoliceinterventionsoractionsmustbebasedonevidence.8) Administrativeprocessesandorganizationalflexibility.9) Aspaceforcollectivelearning.10)Mechanismsforthestudyandidentificationoflessonslearnedthatshouldserveasthebasisfor
creativeandinnovativeintervention.
Finally, the importanceofstandardizationand institutionalizationofcrimeanalysis in theorganization
can be measured through indicators of activity and impact associated with the following variables or
factors:
a) Themissionstatementandjobdescription,orstandardoperatingprocedure.b) Useofdatabasesandinformationtoanalyzeproblems.c) The use of proven technologies, such as the SARA model, for analyzing and recommending
coursesofaction.
d) Theidentificationandaccesstosourcesofpoliceexperience(evidencebased).e) Theprocessofselectionforstaffthatwillworkasanalysts.f) Theprocessoftrainingandspecialization.g) Thefeedbackmechanisms.
To conclude, it should be emphasized that information and knowledge are constant challenges in
organizations that deal with the crime prevention and prosecution. But, in the same way, it is also
important to accept and recognize that crime reduction strategies and criminal prosecution demand
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informationmanagementandcrimeanalysisasmuchasknowledgemanagement,astheyarekeyissues
formoreefficient,timelyandeffectiveaction.
The18selectedcasessuggestthatthemostsignificantchallengeisthatorganizationscanovercomethe
problemsof
translation,
i.e.
databases,
intervention
experiences,
and
validation
of
results
with
the
accumulatedknowledge(organizationalcapital),becausethegapbetweeninformationsearch,analysis,
interventionstrategyandevaluationarenotreducedstill(challenges).
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