From Right to Left it Had No End: “Hot Spots”

 

Law enforcement agencies should not be content with knowing the statistical probability of crimes happening based on where and when these crimes have previously occurred. Statistics only allow management to set goals for crime prevention in general localities without specific targets. “Revictimization” (repeat crime) studies illuminate the “hot spots” in the crime map but do not explain why people, places, and things are being revictimized. True crime pattern analysis starts from the assumption that law enforcement must target specific perpetrators if it is to break the cycle of revictimization. Through analysis of reports, the crime intelligence analyst creates a profile of each known offender, the offender’s MOs (style of entry, day of the week, time of day, choice of goods to be burglarized, fencing outlets), his or her associates, and the associates’ MOs. For example, combining the mapping of burglary incidents with a knowledge of suspects’ activities builds up a more meaningful analysis of burglars’ crime patterns, with the result that law enforcement can concentrate its attack in a particular area and achieve noticeable proactive effect. Central to effective law enforcement is strategy. The essential component of an effective criminal law enforcement strategy is an intelligence system. The capacity to understand the criminal environment provides law enforcement with a factual basis for strategic planning and resulting enforcement action. The ultimate function of the intelligence system is to develop criminal data through an ordered process, thereby affording an informed approach to strategic law enforcement planning, and giving direction to investigative and enforcement operations. Information that is fully processed through the intelligence system and not merely random dissemination of raw data provides law enforcement with intelligence relating to the capabilities, vulnerabilities, and intentions of criminal organizations or individual criminals. This essential knowledge enhances law enforcement’s ability to accurately assess and effectively investigate, prosecute, and disrupt criminal activity. 

 

Intelligence analysis enables the law enforcement administrator to allocate the agency’s resources to deal more effectively with serious crime. The investment of precious investigative resources toward crimes which are marginally injurious to the community must be made within the context of fiscal reality. This mandates an intelligence capacity able to assess whether the commitment of these resources is rational or whether important societal benefits would be realized. The integration of intelligence with operations is clearly the answer to efficiently managing investigative resources, particularly given today’s fiscal climate. ntelligence is a management tool. It is meant to facilitate planning, decision- making and policy development. One of the best reasons for intelligence is that it serves to systematically look ahead to develop a set of alternatives with which to meet unforeseen or dimly lit future eventualities.

 

 

 

 

Operational intelligence analysis is indispensable in documenting the nature and extent of organized crime for the purpose of obtaining grand jury indict- ments. Intelligence is used most productively in selecting targets for special investigative attention. One of the most powerful weapons against organized crime is the investigative grand jury. In most cases, however, a grand jury can be impaneled only with a strong showing that organized crime is a problem in that jurisdiction. Intelligence, as a process, offers law enforcement a coherent, rational, and above all consistent methodology in addressing this enduring social problem — organized crime. In arriving at criminal target selection decisions, enforcement, intelligence, planning, evaluation — and, indispensably, top management — are key players in a mutually reinforcing interaction. Top management plays its traditional role of planning, goal setting, and policy making, while day-to-day tactical decision making remains with field enforcement managers. The aim of top management should be to orchestrate the enforcement effort in accordance with overall crime control strategy without becoming deeply enmeshed in operational matters. Improving responsibility for immobilization of designated targets is the touchstone of success. With assigned targets, the interface between intelligence and enforcement should take on new vitality. Intelligence analysts, instead of having to sell self-initiated products to reluctant investigators, will find that field enforcement groups are seeking all the help theycan get from intelligence to help them in attacking their assigned targets.

 

 

 

To assure that operational components of law enforcement agencies have an effective intelligence function, a single and centrally directed criminal intelligence system should be established. The system should prioritize data collection and analysis in accordance with a criminal intelligence steering committee, with member agencies represented. Intelligence activity should be mutually supportive at the center and in the field. Personnel should be designated among member agencies for special duty assignments to receive and distribute intelligence advisories by querying the intelligence center for support and report information indicative of emerging crime patterns.

 

 

 

Fragmentation and isolation of criminal intelligence activity reduces the effectiveness of field enforcement efforts. It also weakens the ability of central management to conduct strategic planning and to efficiently allocate limited resources. As we move into the 21st century we must develop a sophisticated collection, analytical, and reporting capability to serve the needs of both central planning and field enforcement. A vital criminal intelligence system involves more than compiling a repository of data used primarily to react to immediate investigative needs. Instead, it should be formal, prioritized, and directed by the collective planning of program managers, resulting in solid support for policy development and enhanced enforcement programs. Intelligence should not be produced for its own sake, nor should intelligence analysts indulge in mere intellectual abstractions. Intelligence assessments are prepared for the purpose of advising managers and/or operational law enforcement officers. Analysts need a structured environment in order to make their most useful contribution to the intelligence system. The analytical effort needs to be carefully programmed to ensure that analysts are addressing the most important tasks, bearing in mind the need for reasonable flexibility. The planning, prioritization, and direction that flows from the criminal intelligence steering committee will enable the intelligence analyst to clearly understand the dynamics of the institutional situation and its implications for his/her role.

 

 

 

 

 

Acknowledgements:

www.aivd.nl    AIVD ©

Algemene Bestuursdienst – @Erik Akerboom ©

www.politie.nl  Politiekorpschef  @Janny Knol©

www.politie.nl WEB Politie - @Henk van Essen©

https://english.marechaussee.nl  Royal Netherlands Marechaussee    @Willem-Alexander King of the Netherlands©

 

 

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