Crime Analysis and Best Practices

8/13/2019 Crime Analysis and Best Practices

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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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14

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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15

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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16

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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18

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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