The University of North Carolina at Greensboro Police Department
	General Order 3-4.3	Crime Analysis, Planning, and Research

1. Crime Analysis
   
   Crime analysis represents a system using regularly collected information on reported crimes and criminals to prevent and suppress crime and to apprehend criminal offenders. Crime analysis is a scientific process in the sense that it involves the collection of valid and reliable data, employs systematic techniques of analysis, and seeks to determine, for predictive purposes, the frequency with which events occur and the extent to which they are associated with other events. The collection, analysis, and distribution of readily available crime data information will enhance agency effectiveness.
   
   The information obtained by analyzing the data is used to support management and operation decisions. Line function officers are provided with information that can benefit them in the development of daily operational and tactical plans. Staff functions receive information for use in strategic planning as it relates to such topics as crime trends, agency resource allocation, crime prevention, and other associated areas.
   
   Crime analysis should provide useful information to aid operational personnel in meeting their crime prevention objectives by identifying and analyzing methods of operation of individual criminals, providing crime pattern recognition, and providing analyses of data from field interrogations and arrests. Also, crime analysis can be useful to the agency's long-range planning efforts by providing estimates of future crime trends and assisting in the identification of enforcement priorities.
   
   For a crime analysis system to function effectively, information will be disseminated to the appropriate personnel on a timely basis. The agency will use the most effective method of timely distribution available. A summary of the department's workload measures may be included in the shift briefings or Pass-On Forum. Information that is relevant to the operational and tactical plans of a specific squad or unit will be sent directly to the supervisor. Information relevant to the development of the department's strategic plans should be forwarded to the Assistant Chief of Police.
   
   The workload measures of the annual inspection will provide real time data calculations from the department's computer aided dispatch (CAD) and records management system (RMS). Crime analysis data elements will be extracted from calls for service, incidents, supplements, arrests, referrals, citations, accidents, and medical reports. The drill-down capabilities of the system enables us to determine the most prevalent crimes and locations based on information entered into our systems. The information is compiled into a crime analysis report and disseminated accordingly. All members of the department are encouraged to provide feedback so that adjustments can be made to the analysis process.
   
   For the crime analysis to be meaningful and effective, the Chief of Police will receive an annual summary on crime patterns or trends with year-to-year and month-to-month comparisons of all crimes reported. The summary should reflect increases and decreases in activity and, when appropriate, graphically compare and visualize the data.
2. Risk Assessment
   
   The risk assessment function, coordination, and responsibilities shall be completed through the combined efforts of Emergency Management and the Police Departments. Proactive crime analysis and risk assessment efforts are the responsibility of all members of the police department. With the assistance of Risk & Emergency Management, the Assistant Chief of Police will complete a documented risk assessment and analysis once every four years and shall provide statistical crime analysis support as needed to members of the department and others university support functions based on the following:
   1. A review will be completed and an emphasis will be place on, but not limited to the following areas: crime trends, patterns, traffic collisions, environmental conditions, and major security systems. 
   2. The analysis will aid in identifying risks to the university community and include university and individual property loss as well as criminal activity, accidents, and liability issues in general. 
   3. Consult with all members of the agency in order to determine what courses of proactive action may best be taken to target the changing crime trends and to solicit feedback from members to determine if the crime analysis information met their needs.
   4. To produce and disseminate to the appropriate internal and external university officials useful risk assessment analysis, statistical and informative crime analysis reports reflecting risk assessment conclusions and recommendations and crime trends associated with the University community. 
The analysis should identify areas where mitigating action can be taken to remove or limit injuries, property loss and liability. Factors that will be considered include calls for service, incidents, arrests, vehicle accidents, personal injuries, weather related events, physical security and building issues, the surrounding community, negligent actions, public perception and crime statistics.


3. Activities of Planning and Research
   
   Planning is the development of strategies for bringing about a desirable future condition. Planning for a law enforcement agency involves the development and utilization of limited personnel, equipment, and resources in ways that will favorably affect future public welfare. Depending on their size and mandate, all law enforcement agencies should perform certain planning functions.
   
   Planning and research activities are essential to effective management. Planning functions are performed at all levels in the department. Among these functions in the various levels and components are analyses of reported crimes, requests for service, traffic safety concerns, development of short-term and long-term strategies, budget development, capital improvements, forms control, grant management, information management, staffing analysis, systems analysis, written directives process, management of the goals and objectives process, and liaison with other criminal justice agencies.
   
   The Assistant Chief of Police, under the direct command of the Chief of Police, has primary responsibility for the department's planning and research activities and the coordination of the planning process. In collaboration with the department's command staff, the Assistant Chief has access to the necessary planning/research resources needed to collect data and make recommendations.
   
   The planning and research functions and activities specifically include, but are not limited to:
   • Maintaining liaison with other criminal justice agencies;
   • Performing call volume analysis and staffing allocation studies;
   • Compiling and disseminating various analytical reports to the affected components;
   • NIBRS, Clery and Title IX compliance;
   • Access, Notification, and Cameras;
   • Systems, Applications, and Information Technology Initiatives;
   • Assisting in the preparation of the department budget;
   • Assisting in the preparation of the department's Annual Inspection Report;
   • Assisting in the application and management of grants;
   • Assisting in emergency operation and contingency planning; and
   • Preparing such other reports or recommendations as directed by the Chief of Police.
4. Workload Assessments
   
   Workload assessments will be conducted annually, prior to the budget process, by the Chief and Assistant Chief. Results will be submitted to the Associate Vice Chancellor of Safety for budgeting consideration. Consideration will be given to the following:
   • Outstanding programs and projects
   • Job analysis
   • Authorized Personnel Strength
   • Number of incidents/tasks handled by hour and day of the week
   • Average time required to handle incidents/tasks
   • Time lost through days off, holidays, and other leave compared to the total time for each assignment
   The department uses CAD and RMS to develop a database that is used for allocating and distributing patrol personnel. The systems provide a means for tracking calls and subsequent data on the basis of time spent per call, time of day, day of week, and reporting disposition. Personnel allocated to each organizational component will be distributed in a manner consistent with workload demands and/or requirements. These distributions will take into account the time and location factors necessary to complete specific tasks and will encourage the equalization of individual workloads.
   
   Patrol personnel are distributed in accordance with call volume and the disposition of incidents in an effort to equalize individual workloads. Information such as hour of the day, day of the week, and nature of calls may be compiled from the monthly statistical reports generated by the CAD and workload measures.
   
   A monthly report of calls for service is used to determine, compare, contrast with the average officer's workload.