View
223
Download
2
Category
Tags:
Preview:
DESCRIPTION
Many books and journals have been written about reforming the Intelligence Community (IC) but little has been written about the policing practices in the United States (US). Policing models in the United States have been under pressure are by government managers to reduce their policing costs, which absorb a considerable amount of their budgets. In other words, chiefs of police all over the US are forced to adopt practices from the private sector to cut costs. While it sounds like a great idea, policing in the US continues to be managed as it has been with policing models invented decades ago.
Citation preview
VARGAS1
THE POLICING IN THE UNITED STATES:
INTRODUCING THE CRIMINAL AND INTELLIGENCE ANALYST FOR EFFECTIVE
POLICING.
Joel Vargas
JULY 25, 2012
VARGAS2
I. INTRODUCTION
Many books and journals have been written about reforming the Intelligence Community
(IC) but little has been written about the policing practices in the United States (US). Policing
models in the United States have been under pressure are by government managers to reduce
their policing costs, which absorb a considerable amount of their budgets. In other words, chiefs
of police all over the US are forced to adopt practices from the private sector to cut costs. While
it sounds like a great idea, policing in the US continues to be managed as it has been with
policing models invented decades ago. Even with the invention of recent policing models, the
implementation has not shown any real successes.
In many forms the police departments in the US take form similar to the military
organizations. Police models represents the culture inside the police department that shapes
decision making, structures and hierarchies, paramilitary mindsets, recruiting and hiring similar
personnel that look like them, but nothing on effectiveness or efficiencies that would cut crime
and costs significantly. In most cases, police departments that serve communities of 100,000
residents or less have not implemented intelligence divisions successfully. A problem found in
traditional police models is that promotions of officers into a specialty division are based on time
in the police department and not for the skills, education, and value for the division. This creates
a real problem as the candidates coming into the more promising models are not the best
qualified. Another issue when adopting a more intelligence-led policing model is that wrong
association of the word “Intelligence” with espionage. This miss-association of the word causes
police departments to avoid the word intelligence as much as possible, without considering its
potential when it is properly implemented in a different context.
VARGAS3
The police models come down to the following programs:
A. The Traditional Policing Model is observed in the majority of the cases in smaller towns in
the US. The model is reactive that is the officers are trained to respond to calls, service the calls,
and little smiles or contact with the community is seen from the police officers. This model is
very militaristic. Police officers are mostly military or ex-military.
B. The Problem Solving Policing Model is focused on preventing crime and solving problems in
the community. This model is better than the Traditional Model. However, the detective division
in most police departments is overwhelmed with cases and little attention is given to the different
programs that must be running in order to make this model effective.
C. The Community Oriented Policing Model is a model that brings the community involvement
so community and police can work together to fight crime. This latest invention appears to be the
alternative from the previous two models but has significant limitations and mainly because
police chiefs have adopted the philosophy but forgot to train their personnel on ways to actually
work the model effectively.
D. The Intelligence-Led Policing Model is a creation of the 911 attacks in New York. This
program in many ways combines the Community Oriented Policing Model and Problem Solving
Policing Model. However, this model brings intelligence to be the main driver of how police
patrol and solve crime. This model has been actively in the field but has been the cause of a lot
of criticism.
Policing in the US falls under any of the programs above or a mix of programs. While the
programs are accepted by the community in the U.S., England is experiencing a shift from the
costly policing programs and moving into a more effective model by outsourcing some of the
policing to the private sector. In a recent interview by Chris Cubbage of the Australian and Hong
VARGAS4
Kong Security Magazines, Jay Grant, Secretary General and Chief Executive of InterPort Police
Global Force, stated:
The world has become smaller and communication channels have changed and made
transnational crime which has no borders or jurisdictions. InterPort Police is to be able to bring
information, intelligence, identity identification programs, management, counterterrorism,
operational programs and exchanges to members all over the world. Mr. Grant says that police
departments do not have to reinvent the wheel but actually just learn from what other police
departments are doing well and InterPort Police offers the platform to meet these needs
(InterPortPolice.Org).
Organizations such as InterPort Police should experience a tremendous opportunity in the global
security market place as austerity programs and budget constraints continue to dominate how
policing and security are performed in the world. Adding to Mr. Grant’s statement, the private
sector strives to bring efficiency and cost effective programs in order to make a profit, a different
paradigm not normally found in the public sector. These pressures in the UK are now putting
more pressure in the US for police departments to re-invent their policing models and provide a
superior service to the community.
This research will analyze a factor added to the Community Oriented Policing program
that has been running for the last 3 years in Bensenville, Illinois, a suburb outside Chicago,
Illinois (Western side of O’Hare Airport), and creates not a model per say, but creates the factor
that makes the difference in any of the police models used in the US. This model introduces the
criminal and intelligence analyst for effective policing.
II. LITERATURE REVIEW
In order to highlight the Traditional Policing Model, a recent article published by The
Raw Story, titled Report: Israeli model underlines militarization of U.S. Police, by Muriel Kane
VARGAS5
explains how the militarization in the U.S. of police forces is something being modeled by other
countries in this case Israel. Kane explains that police departments in the U.S. are adopting the
Israeli aggressive and ruthless suppression tactics (Kane, 2011). Kane states that New York has
not only adopted Israeli programs but now works with Israel closely in other to develop their
police departments into a “military-intelligence apparatus” (Kane, 2005). The traditional police
model provides a false sense of security but the moment the citizen has the first encounter with
the police a perception about police takes a different turn from safety to fear and oppression
coupled with a lack of service. This model is costly.
In the paper titled Policing in the United States: Developing a Comprehensive Empirical
Model, by L. Edward Wells and David N. Falcone, the authors discuss the community oriented
policing model (COP) and provide a complete research on this model in the US and its problems
while being implemented (Wells, 2005). Wells and Falcone performed a research and narrowed
the premises of this model to three: (1) structural; (2) contextual or “Open Systems”; and (3)
universal premise (Wells, 2005). After the extensive research that covered small to large police
departments adopting this model, the authors came up to several conclusions. The police
departments vary their implementations of alternative police models and they found out that the
three premises above can not be used to measure a standard. The authors concluded that using
these different premises failed to produce any meaningful results and concluded that it is
impossible to find a standard model in police departments (Wells, 2005). This is more evidence
that there is no standard in any police model.
In the program designed by the Bureau of Justice Assistance titled Intelligence-Led
Policing: The New Intelligence Architecture, by Marilyn Peterson, the newest policy model was
designed with the help of some of the brightest minds in law enforcement-post 911. Peterson
VARGAS6
writes, “effective intelligence operations can be applied equally well to terrorist threats and
crimes in community, homeland security and local crime prevention are not mutually exclusive.
Officers ‘on the beat’ are an excellent resource for gathering information of all kinds of threats”
(Peterson, 2005). The program consolidates two programs the community oriented policing
models and the need to obtain intelligence from the community (Wells, 2005). An issue that
came up in the NYPD, when a journalist discovered the NYPD and CIA were running a program
that showed significant flaws when the activities moved to the espionage side. The NYPD case
will not be studied in this paper but it is recommended for further study.
Privatization of police activities is something being explored in the United Kingdom
(UK). This also must be explored in the US as it brings certain benefits. In article by The
Economist Online published on July 2, 2012, titled The thinning blue line, the article discusses
how controversial the privatization of police to the private sector has become in the UK. The
article details how Lincolnshires is hiring G4S to provide civilian police services. In total a 575
of them are being transferred to do this work (The Economist, 2012). The article also discusses
how budget cuts is changing how policing is done and that the private sector can use specialty
skills they have and bring efficiencies into the police department not found in the public sector
(The Economist, 2012). The concept is a new concept. The US is watching closely as they also
encounter their own money problems. The author writes “police numbers do, in some
circumstances, matter. So more fundamental reforms must be in order” (The Economist, 2012).
The additional factor is in consideration is the sharing of resources from police departments so
they don’t all have to have duplication of personnel. This is a great idea s they can all share in
the costs. The introduction of the private sector to perform activities normally by personnel
inside police departments is the right move.
VARGAS7
III. THEORETICAL FRAMEWORK
While the police models provide a possible ways in which a police department can depart
from the Traditional Policing Model, the research here will not focus on inventing a police
model. The policing models in general provide different variables from the originally proposed
police model design. This poses a significant challenge for any research to provide a workable
definition or standard for these models. This research will not discuss extensively the different
theories and models but actually will introduce a factor that can be implemented in any
environment, in any police structure, in any police model. This research will answer the
question: Is the introduction of a criminal and intelligence analyst the missing factor for effective
policing?
IV. HYPOTHESIS
In this research, I hypnotize that police models can not provide effective policing while
they attempt to get away from the Traditional Policing Model, but what is needed is the
introduction of the criminal and intelligence analyst for effective policing. Unlike the models, the
analyst can be given training and development to support any policing model and can be the
primer for crime reduction and effective policing.
V. RESEARCH DESIGN AND METHODS
The methodology that will be applied in this research while collecting information
sources will be to deduce conclusions or deductive reasoning method. It will also use a mix
research method, as the introduction of some real data compiled in Bensenville, IL will be used.
The variables are the following: the policing models currently in the US, the different variations
from the proposed policing models, the relationship and adoption of mission statements from
other dominant intelligence or law enforcement bodies that conflict with the mission, the
VARGAS8
communities and its demographics that must be addressed, and the lack of intelligence analysis
to policing. Lastly, the focus on this research will be to aid communities with less than 100000 in
population. The larger cities can adopt the same program to a larger scale. The problems seen
today are affecting communities large or small in terms of policing are very much similar.
VI. BACKGROUND OF RESEARCHER/ANALYST
In the last quarter of 2009, Joel Vargas, Freelance Security Contractor for Contingent
Security Services, Ltd., was working in the Bensenville Police Department observing and
creating significant research on police practices, while waiting for an assignment. Chief Frank
Kosman invited Joel Vargas to stay and implement and develop Crime Prevention Programs. The
opportunity appeared to be very attractive. The opportunity to work in a diverse community such
as Bensenville and to develop and implement the programs and concepts would be of great value
for the research, the town, and the government.
V. DEMOGRAPHICS OF BENSENVILLE
Demographics in Bensenville: 20,703 population; 47.8% Hispanics; 42.8% White (Non-
Hispanic), the rest black and other races (US Census, 2010). While colleagues in the Security
and Intelligence industry questioned the sanity of Vargas, Vargas began the program and began
to compile considerable amounts of data.
VI. THE PROGRAMS DEPLOYED
In January 2010 the programs began to be implemented one by one beginning with the
residential program. The programs currently have the following characteristics (other elements
can be added or taken away from the comprehensive program):
A. Residential and Multi-Family. A Customized Neighborhood Watch Program was
created. As of July 25, 2012, the program has 450 residences and 55 groups.
VARGAS9
B. Business and Commercial Interests. A Business Watch Program was created to serve
the businesses in town. These businesses employ about 25,000 employees daily
(estimated). Currently the program has 210 businesses out of over 2000 businesses
(estimated).
C. Multi-Housing. The town has about 35% of the residents into multi-housing
properties. Historically these buildings also produce a high percentage of police services
calls. A customized program was created called Crime Free Multi-Housing Program,
modeled after a traditional program in force in many cities and towns. Only this is
customized.
D. Student Watch Program. The town has two school districts. District 2 and
district 100. A program was created to interact with teachers, employees, parents,
clubs, and students. The DARE program was not one of the programs in force.
The goal was to interact with as many of these groups as possible and create
networks of people.
E. Organizations Watch Program. Churches, Civic, Social Organizations, non-
profit organizations, etc., needed a liaison person with Bensenville. This program
serves and facilitates anything they need. This program creates soccer leagues,
launches educational programs with partnerships, assists organizations in any
events, etc.
F. Transportation. Transportation is a key vulnerability in any homeland security
program. Bensenville is on the western side of Chicago O’Hare International
Airport (ORD). It serves close to 90,000, 000 passengers a year. A customized
program was launched with the help of the Royal Canadian Mounted Police and
its Criminal Intelligence liaison Sergeant. The program coordinates a club of
airport and airplane enthusiasts. There are 130 members and they come from 60
different towns. They also receive anti-terrorist training.
VARGAS10
The program also creates a network of Federal, State, Local and Security agencies in the US and
other countries with similar interests to learn from each other. Currently DHS, TSA, Chicago
PD, US Customs & Border Protection, RCMP, Federal Police of Australia, and several other
countries. The programs require a significant amount of time to be spent analyzing intelligence,
activity with the entire police department, communities, networking with other law enforcement
and security agencies in the network.
VII. ANALYSIS AND FINDINGS
The analyst may be sworn or civilian. The fact that the police departments in their quest
to change the culture and cut costs by reducing crime and providing the highest quality of service
to the community may not require a complete change but the addition of the criminal and
intelligence analyst. The following is the analysis of the results broken down in several sections:
A. THE ANALYST
There are a number of factors when deciding the right analyst for the job. In many cases,
this discussion will focus on the hiring of a single analyst. The hiring of management will require
similar qualities only experience in the management of groups of people. Depending on the size
of police department, the analyst may also possess the ability to collect intelligence and create
networks that bring intelligence. In Bensenville the analyst takes also the collection of
intelligence as part of his job description. In November 2004, The International Association of
Law Enforcement Intelligence Analysts, Inc. published a paper titled “Law Enforcement
Analytic Standards” (Law Enforcement, 2004). The recommendation of this research suggests
their suggestion can be followed. The paper states the following:
1) The analyst should have a four year degree and commensurate experience. Or no less than
five years of previous research/analysis/intelligence-oriented experience with a minimum of a
two year degree or no less than 10 years of previous research/analysis/intelligence-oriented
VARGAS11
experience with a two year college degree. The experience can be documented and the degrees
can be in appropriate areas but the suggested ones are social sciences, English, journalism and
criminal justice. Other areas can be business and social sciences degrees (Law Enforcement,
2004).
2) Previous law enforcement experience is not necessary. However, the ability to understand and
as stated in number one and the ability to adapt to the criminal intelligence analysis is required.
3) Ability to understand demographics and subject himself to a six month program in which will
include ride along with the different divisions of the police department, at least one 8 hour shift.
4) The analyst must be able to analyze police activity, trends, and forecast the needs for directed
policing in certain areas. The analyst must be able to obtain a low level security clearance to
access the criminal records database in the state. The good moral character and extensive
background check must be also passed according to police standards.
5) The analyst must be able to set up networks as described above. The analyst must be able to
communicate clearly, have excellent communication and people skills. Having experience
publishing papers and journals is highly desirable. Possessing skills to network in the community
and other professionals is required. It is recommended to learn about the analyst networks to
identity the amount of social media involvement (personal and professional).
6) Public speaking and ability to create presentations are required. However, experience can be
acquired. The analyst will present to community and professionals.
7) Lastly, the analyst must be able to either learn from his or her own networks, or become part of
an existing network of analysts. Contingent Security Services, Ltd. provides a complete solution
which includes: management of analyst(s), coaching, implementation, and development of
intelligence networks on a flat fee. Contracts are flexible (contingentsecurity.com). There are
programs such as embedding analysts into existing police departments or just contracting and
training.
VARGAS12
In terms of education, American Military University provides a great number of programs such
as bachelors and master degrees in the intelligence field and homeland security. It is highly
recommended the analyst secures a higher level of education, while in the program.
The Society of Certified Criminal Analysts (SCCA) offers a certification but requires a 4
year college degree and a minimum of 10 years of experience (Law Enforcement, 2004). Further
research is recommended in the area of how to bring a criminal and intelligence analyst
especially if the police department never had one. In the article by Policing & Society titled “The
effective analyst: A study of what makes an effective crime and intelligence analyst” Janet M.
Evans and Mark R. Kebbell studied what makes an effective analyst. They discovered that the
analyst must be recognized as effective. They add “The findings illustrate a change from the
analyst being seen as a technical specialist to a growing understanding of the analyst as part of a
support structure for decision-makers” (Evans & Kebbell, 2012). They also highlighted the need
to implement sound recruiting, training and development as discussed in their findings. The
system, training, and development of these individuals are necessary for a successful
deployment. This paper does not expand into the areas of training and development. However, it
provides the evidence of what an analyst can do given the right system and the right training.
B. THE ENVIRONMENT
One of the most important parts in this research has been finding out what the right
environment is for the analyst to produce results. In the Bensenville Police, there are several
divisions: The Patrol, Records, Evidence, Detective, and Community Oriented Police Division
(COP) (www.bensenville.il.us). Larger police departments may have their own criminal and
intelligence division and be more complex structures. In Bensenville the analyst was placed
inside the COP with direct report to a commander in the COP, direct access to the Commander in
VARGAS13
the Detective Division and the Chief of Police. Intelligence gathered of economic impact would
be reported to the Village Manager. The patrol division would only receive certain information
as recommendations but no directives from the analyst. Recommendations requiring directives
will go to the Chief of Police and follow proper chain of command. Schedule can be flexible to
accommodate day and afternoon shifts. The program requires a six months of preliminary
information gathering on what is needed in the community followed by a total of 2 ½ years of
development and implementation.
C. THE OBJECTIVES
The research revealed that police departments’ objectives and goals are not all common.
Management may want effective policing, superior service to the community, at a reasonable
cost. The common denominators were “serve and protect” and it appears stakeholders agreed
with this premise. Therefore, the program produced the base line of security and crime
prevention as the common denominator in the implementation of the community programs. With
this in mind, the analyst can move into the criminal activity factor and statistics of what happens
in the city or town. A minimum of six months and maximum of 2 years should be analyzed.
Appendix A provides a good idea of what crimes and calls for service to analyze.
For this research, a six months complete analysis of calls for service to the police
department were documented and double checked for accuracy. See Appendix A. The program
has already been in operation since January 1, 2010 so the numbers would need to be from the
previous 6 months without the program. In this case, the analyst is trying to identify the calls that
are crime prevention related. The analyst must be able to create the intelligence networks
necessary to produce at minimum a 30% of the calls to be directed by the community networks
created i.e. crime prevention calls. In this case, see Appendix B, shows Bensenville is
VARGAS14
performing at 54% crime prevention related calls compared to the two categories of crimes
(crimes against the person and property crimes).
In the journal titled “Policing, Situational Intelligence & The Information Environment:
A Report to Her Majesty’s Inspectorate of Constabulary” by professor Martin Innes and Dr.
Collin Roberts, they make the argument that the current police intelligence practices tend to
focus on tow areas: 1) Criminal Intelligence and collecting data on the usual suspects and 2)
Criminal Intelligence on currently presenting priorities and problems (Innes and Roberts, 2011).
In the Bensenville research it was found that by creating and nurturing networks in the
community to collect intelligence it completely challenged the traditional paradigm and provided
access into the unknown sources of intelligence not found by the traditional intelligence sources
such as informants involved in crime and/or targets and brought the community to participate as
sources for intelligence. The program as implemented in Bensenville did not change the structure
of the police department or required a different police model. The research of 12 months and the
six months included in this report show that the patrol division is going to calls generated by the
community over half the time—producing a shift from reactive to proactive. This paradigm shift
should be the primary driver of any deployment to measure reactive or proactive engagement.
D. THE NETWORK INSIDE THE EMPLOYER
An additional element that the analyst must be able to exploit is the ability to recruit into
the program sources of information and actionable intelligence from within the police
department community. This research will just provide a glimpse of a huge possibility. The
assumption is that the police structure and organization is going to be left intact. Therefore, the
options are to recruit from the existing organization the right people to provide the intelligence
necessary. Example, shifts from patrol, other divisions, and civilian employees can become part
VARGAS15
of a network. The information can be classified as actionable intelligence, rumors, and opinions.
The analyst must be able to gather this information and protect the sources as much as possible
and reward them when it is appropriate. After implantation of the program, the analyst and the
department may formalize the “Intelligence Unit” formed from different divisions and
departments. Some additional sources of intelligence are from the civilian employees in other
departments inside the employer such as public works and other personnel. The relationships
must be nurtured and a connection uninterrupted must be implemented.
E. THE PROFESSIONAL POLICE OFFICER
This research would not be complete without the conversation about what a police
department looking to enhance its ability to serve and protect should also consider to create a
professional police force. The Intelligence Analyst can be the producer of rapid results but
without developing a professional police force the results may be temporary. In the March 2011,
issue of Harvard Kennedy School titled “Toward a New Professionalism in Policing”
Christopher Stone and Jeremy Travis explain in detail what it takes to take a paradigm shift in
policing. They say that leaders inside these police departments must be willing to adopt new
ideas, policies and practices that look to the future and not stay in the past (Stone and Travis,
2011). This is an ambitious endeavor but one that should be explored. Tradition will not work 5
years from now as criminals interact with their victims with technology but the human contact
more than ever continues to be the difference between high cooperation, low cooperation or no
cooperation.
VIII. CONCLUSION AND RECOMMENDATION
FOR FURTHER STUDY
VARGAS16
Law enforcement is facing challenges like never before. Crime is changing and criminal
are becoming more sophisticated. Today, a police department must have a criminal and
intelligence analyst in their police department in order to meet the goals of their superiors. The
professional analyst surveys, researches crime and also researches economic conditions to
support the over all mission of employer/client (in the intelligence community referred as “All
Sources Intelligence”). In the article titled “Why does public cooperate with law enforcement?
The influence of the purposes and targets of policing” by Aziz Z. Huq, Tom R. Tayler and
Stephen J. Schulhofer, in the publications Psychology, Public Policy, and Law (Aug 2011), the
authors address the issue of public perception and contexts in which different populations
cooperate with law enforcement. They discovered that groups of people in communities
cooperate in different forms depending if they are the target of police or not. This means the
targeted person or community may cooperate but the police must be able to create the link so
these groups can cooperate best (Hug and et al, 2011). In Bensenville, the Hispanic community
did not trust the police, when the programs were launched. The initial phase of the program
required some police operation in order to gain trust. Today Bensenville enjoys a significant
level of cooperation from the Hispanic community in police cooperation.
An issue that is also requires further study is the anti-social behavior police officers may
have in existence inside the police department structure. The research discovered that the patrol
division showed the most anti-social behavior (ASB) and had considerable challenges adapting
to change. In paper published in 2010 titled “Re-thinking the policing of anti-social behavior” by
the Cardiff University, the researchers discovered evidence that anti-social behavior with police
forces impact negative on victims and the public. Additionally, that most police forces do not
practice relationship building in the community and only want the public to bring information
VARGAS17
but refuse to create bond with the community, thus limiting what could be obtained from the
crowds (Innes & Weston, 2010). This ASB attitudes and behavior can also translate in
discrimination against groups of people, co-workers, and the public they are there to serve. The
criminal and intelligence analyst in Bensenville challenged the traditional police model and
brought a significant shift in police operations, crime reduction, cooperation, and collaboration
from the community. As a final thought, the analyst can produce results of high impact that
reflect in a high level of what means to serve and protect, while creating the possibility for
effective policing and a more radical transformation to policing in the United States.
VARGAS18
APPENDIX A
CRIME PREVENTION UNIT 6 MONTH REVIEW (11/21/20/11 TO 5/21/12).
INFORMATION UPLOADED TO RAIDS ONLINE (CRIME MAPPING PROGRAM IN
THE VILLAGE’S WEBSITE).
Incident Type Totals
ACCIDENT HIT AND RUN Count 1
ACCIDENT INVOLVING I Count 39
ACCIDENT INVOLVING O Count 1
ACCIDENT INVOLVING P Count 67
ACCIDENT –NON-TRAFFI Count 1
ACCIDENT PRIVATE PRO Count 2
ACCIDENT PROPERTY DA Count 13
AGGRAVATED BATTERY-S Count 1
AGGRAVATED CRIMINAL Count 1
AGGRAVATED ROBBERY Count 1
AGGREVATED CRIMINAL Count 1
ARMED ROBBERY Count 3
ASSAULT Count 4
AUTO ACCIDENT PDO Count 341
BATTERY Count 38
BURGLARY Count 15
BURGLARY BUSINESS Count 1
BURGLARY FROM MOTOR Count 35
CREDIT CARD FRAUD Count 7
CRIMINAL DAMAGE TO M Count 20
CRIMINAL DAMAGE TO P Count 67
CRIMINAL DAMAGE TO V Count 28
CRIMINAL DEFACEMENT Count 31
CRIMINAL SEXUAL ABUS Count 5
CRIMINAL TRESPASS TO Count 5
DECEPTIVE PRACTICES Count 17
DISORDERLY CONDUCT Count 76
DISTURBANCE Count 19
DOMESTIC Count 17
DOMESTIC BATTERY Count 22
DOMESTIC TROUBLE Count 22
DRIVING UNDER THE IN Count 63
DRUNKENNESS Count 74
EMBEZZLEMENT Count 1
FIGHTS, RIOTS, BRAWL Count 17
FORGERY Count 2
VARGAS19
FRAUD Count 18
HARASSMENT BY PHONE Count 37
HIT AND RUN Count 95
IDENTITY THEFT Count 21
INSURANCE FRAUD Count 1
LOUD NOISE COMPLAINT Count 213
MISCHIEVOUS CONDUCT Count 8
MISSING PERSON – UND Count 1
MOTOR VEHCILE THEFT Count 17
NEIGHBORHOOD DISTURB Count 21
NEIGHBORHOOD TROUBLE Count 25
NOISE COMPLAINT Count 1
ORDINANCE ARREST Count 6
OTHER TROUBLE Count 165
POSSESSION OF A CONT Count 1
POSSESSION OF CANNAB Count 3
PUBLIC INDECENCY Count 1
PURSE-SNATCHING Count 1
RECKLESS DRIVING Count 8
RESIDENTIAL BURGLARY Count 30
RETAIL THEFT Count 2
RETAIL THEFT-SHOPLIF Count 33
ROBBERY Count 3
SEXUAL EXPLOITATION Count 1
SIMPLE ASSAULT Count 1
SIMPLE BATTERY Count 1
SUSPICIOUS AUTO Count 167
SUSPICIOUS INCIDENT Count 83
SUSPICIOUS INCIDENT/ Count 5
SUSPICIOUS NOISE Count 67
SUSPICIOUS PERSON Count 153
TEEN,DRUNK,FIGHTS,RI Count 4
TELEPHONE THREAT Count 13
THEFT FROM COIN OPERATED MACHINE Count 1
THEFT FROM MOTOR VEH Count 17
THEFT OF LABOR OR SE Count 3
THEFT OVER Count 49
THEFT UNDER Count 90
THEFT-FRAUD Count 2
THEFT-UNDER Count 6
VIOLATION OF ORDER O Count 1
VARGAS20
Grand Count 2455
VISUAL CHART
1
39
1
67
1
2
13
1
1
1
1
3
4
341
38
15
1
35
7
20
67
28
31
5
5
17
76
19
17
22
22
63
74
0 50 100 150 200 250 300 350 400
ACCIDENT HIT AND RUN Count
ACCIDENT INVOLVING I Count
ACCIDENT INVOLVING O Count
ACCIDENT INVOLVING P Count
ACCIDENT -NON-TRAFFI Count
ACCIDENT PRIVATE PRO Count
ACCIDENT PROPERTY DA Count
AGGRAVATED BATTERY-S Count
AGGRAVATED CRIMINAL Count
AGGRAVATED ROBBERY Count
AGGREVATED CRIMINAL Count
ARMED ROBBERY Count
ASSAULT Count
AUTO ACCIDENT PDO Count
BATTERY Count
BURGLARY Count
BURGLARY BUSINESS Count
BURGLARY FROM MOTOR Count
CREDIT CARD FRAUD Count
CRIMINAL DAMAGE TO M Count
CRIMINAL DAMAGE TO P Count
CRIMINAL DAMAGE TO V Count
CRIMINAL DEFACEMENT Count
CRIMINAL SEXUAL ABUS Count
CRIMINAL TRESPASS TO Count
DECEPTIVE PRACTICES Count
DISORDERLY CONDUCT Count
DISTURBANCE Count
DOMESTIC Count
DOMESTIC BATTERY Count
DOMESTIC TROUBLE Count
DRIVING UNDER THE IN Count
DRUNKENNESS Count
VARGAS21
APPENDIX B
Crime Prevention Calls During the six month period by the community.
Incident Type Totals
DISTURBANCE Count 19
DRIVING UNDER THE IN Count 63
LOUD NOISE COMPLAINT Count 213
NEIGHBORHOOD DISTURB Count 21
NEIGHBORHOOD TROUBLE Count 25
NOISE COMPLAINT Count 1
OTHER TROUBLE Count 165
RECKLESS DRIVING Count 8
SUSPICIOUS AUTO Count 167
SUSPICIOUS INCIDENT Count 83
SUSPICIOUS INCIDENT/ Count 5
SUSPICIOUS NOISE Count 67
SUSPICIOUS PERSON Count 153
CRIME PREVENTION CALLS 990
COMPARING CRIMES AGAINST PROPERTY & THE PERSON VS CRIME PREVENTION CALLS 11/21/11 TO 5/22/12
PROPERTY CRIMES 608
CRIMES AGAINST PERSON 240
CRIME PREVENTION CALLS 990
PROPERTY CRIMES
33%
CRIMES AGAINST PERSON
13%
CRIME PREVENTIO
N CALLS 54%
CRIME PREVENTION CALLS VS CRIMES 11/21/11 to 5/21/12
VARGAS22
This chart shows that 54% of the activity is for prevention against the two types of crimes.
This chart shows the number of calls for service compared in numbers.
PROPERTY CRIMES,
608
CRIMES AGAINST PERSON,
240
CRIME PREVENTIO
N CALLS, 990
CRIME PREVENTION CALLS VS CRIMES 11/21/11 to 5/21/12
VARGAS23
REFERENCES
Cubbage, Chris. Interview with Jay Grant. InterPort Police Global Force.
www.interportpolice.org. Accessed on July 28, 2012.
Contingent Security Services, Ltd. www.contingentsecurity.com. Accessed on July 26, 2012.
Evans, Janet M. and Kebbell, Mark R. The effective analyst: A study of what makes an effective
crime and intelligence analyst. Policing & Society 22.2 (Jun 2012): 204-219. Proquest
Document. Accessed on July 7, 2012.
Hug, Aziz Z; Tyler, Tom R.; Schulhofer, Stephen J. Why does the public cooperate with law
enforcement? The influence of the purposes and targets of policing. Psychology, Public
Policy, and Law 17.3 (Aug 2011): 419-450.
Innes, Martin and Weston, Nicola. Re-thinking the policing of anti-social behavior. Cardiff
University. Universities Police Science Institute. HMIC, 2010. www.hmic.gov.uk.
Accessed July 7, 2012.
Innes, Martin and Roberts, Colin. Policing, situational intelligence & the information
environment: a report to her majesty’s inspectorate of constabulary. Cardiff University,
October 2011. Universities’ Police Science Institute. Accessed on July 7, 2012.
Kane, Muriel. Report: Israel model underlines militarization of U.S. police. The Raw Story.
Sunday, December 4, 2011, 20:52 EDT. www.rawstory.com/rs/2011/report-israeli-
model-underlines-militarization-of-U.S.-Police. Accessed July 6, 2012.
Law Enforcement Analytic Standards. International Association of Law Enforcement
Intelligence Analysts, Inc. Global Justice Information Sharing Initiative. November 2004.
Accessed on July 20, 2012.
Peterson, Marilyn. Intelligence-Led Policing: The New Intelligence Architecture. U.S.
Department of Justice Programs Bureau of Justice Assistance. September, 2005. NCJ
210681. Accessed on July 7, 2012.
Stone, Christopher, and Jeremy Travis. Toward a New Professionalism in Policing. Harvard
Kennedy School. Program in Criminal Policy and Management. National Institute of
Justice (NIJ), March 2011. Accessed July 15, 2012.
The Economist Online. The thinning blue line. July 2, 2012. The Economist Newspaper, NA,
Inc. London, 2012. Obtained in a search in ProQuest LLC, 2012. ProQuest document
number: 1023122695. http://seach.proquest.com/docview/1023122695. Accessed on July
7, 2012.
US Census. http://quickfacts.census.gov/qfd/states/17/1705248.html. Accessed on July 28, 2012.
Wells, L. Edward and David N. Falcone. Policing in the United States: Developing a
Comprehensive Empirical Model. U.S. Department of Justice Fund. August 2005.
Document number 210830. Accessed July 7, 2012.
Recommended