Guidelines to Implement and Evaluate 

Crime Analysis and Mapping 

in Law Enforcement 
iii 

Guidelines to Implement and Evaluate Crime Analysis 

and Mapping in Law Enforcement Agencies 

Written by: 

Rachel Boba, Ph.D. 

Director, Crime Mapping Laboratory 

Police Foundation 

October 2000 

Report to the Office of Community Oriented Policing Services 

Cooperative Agreement #97-CK-WXK-004 

The opinions, findings, and conclusions or recommendations expressed in this document 

are those of the author and do not necessarily represent the official position or policies of 

the U.S. Department of Justice.
iv 

Table of Contents 

I. Introduction ....................................................................................................................1 

II. Assessing the Crime Analysis and Mapping Needs of an Agency ................................2 

Current State of Affairs Agency ..............................................................................2 

Strategic Goals.........................................................................................................3 

Data Sources ............................................................................................................4 

 

Technology ..............................................................................................................6 

Current Crime Analysis and Mapping Products and Their Uses.............................6 

Crime Analysis and Mapping Needs .......................................................................7 

Informal........................................................................................................8 

Formal..........................................................................................................9 

Summary................................................................................................................10 

Needs Assessment Checklist..................................................................................11 

III. Developing an Action Plan .........................................................................................13 

Structure.................................................................................................................13 

 

Functions................................................................................................................15 

Data Issues .............................................................................................................16 

Technology ............................................................................................................18 

Training/Promotion................................................................................................19 

Policies and Procedures .........................................................................................20 

Short-Term and Long-Term Goals ........................................................................20 
v 

Summary................................................................................................................22 

Action Plan Checklist ............................................................................................23 

IV. Evaluation of Crime Analysis and Mapping ..............................................................25 

Comparative Information.......................................................................................26 

Baseline Measures .................................................................................................27 

Process Evaluation Measures.................................................................................27 

 

Personnel....................................................................................................28 

Technology ................................................................................................28 

Data Sources ..............................................................................................29 

Products......................................................................................................29 

Impact Evaluation Measures..................................................................................30 

Satisfaction.............................................................................................................31 

Summary................................................................................................................33 

Evaluation Checklist ..............................................................................................34 

V. Conclusion ...................................................................................................................35 
1 

I. Introduction 

The term “crime mapping” has most recently been used to describe what many 

law enforcement agencies are beginning to do, i.e. map crime and other law enforcement 

data. But the process of crime mapping is more than just depicting crime data on a map; 

it is one aspect of the much larger process of crime analysis. Geographical information 

systems technology that are used to “map crime” are only tools to assist and enhance 

crime analysis and problem solving, not the end in itself. Thus, crime mapping has come 

about in law enforcement agencies as part of a larger drive to implement and use crime 

analysis methodology and techniques. 

Some agencies are currently implementing or have already implemented crime 

analysis and mapping in various ways. That is, some are giving all officers and other 

law enforcement employees the tools and training necessary to conduct crime analysis 

and mapping, others are implementing a specific crime analysis and mapping function in 

which individuals are hired with crime analysis and mapping skills, and still others are 

designating a few individual officers or other law enforcement agency employees who 

are not specifically trained in crime analysis or mapping to research, implement, and 

conduct crime analysis and mapping. Conversely, there are many law enforcement 

agencies that have not yet implemented crime analysis and mapping and others that are 

looking to rethink the operation of their current crime analysis and mapping functions. 

This document is meant to serve as a guide for the processes of implementing and 

evaluating crime analysis and mapping for law enforcement agencies that do not 

currently have the function in place as well as those that are looking to reevaluate and 

restructure their current crime analysis and mapping functions. It provides a general 

outline for 1) developing a needs assessment; 2) creating an action plan based on the 

assessment; and 3) conducting an evaluation of crime analysis and mapping. This 

document is not meant to be a step-by-step guide for these three processes but offers 

suggestions and guidance on what and how to collect relevant information, while citing 

practical examples. Since each law enforcement agency is unique, so is the content of 

each of these processes. To reiterate, this document will outline the processes of 

obtaining information for conducting a needs assessment, creating an action plan, and 

evaluating crime analysis and mapping in a law enforcement agency. 
2 

II. Assessing the Crime Analysis and Mapping Needs of an Agency 

The first step in implementing crime analysis and mapping in a law enforcement 

agency is conducting a needs assessment, which serves two purposes. The first purpose is 

to obtain needs assessment information to develop a crime analysis and mapping 

implementation plan, and the second is to obtain baseline measurement information to 

assist in the evaluation of crime analysis and mapping. This section covers the needs 

assessment process, detailing the types of information that may be obtained. Specific 

information about baseline measure information needed for the evaluation is provided in 

the last section of the document entitled, “Evaluation of Crime Analysis and Mapping.” 

The following are six general areas to include in a crime analysis and mapping 

needs assessment: 

1. Current state of affairs 

2. Strategic goals 

3. Data sources 

4. Technology 

5. Current crime analysis and mapping products and their uses 

6. Crime analysis and mapping needs 

Current State of Affairs 

 

The first step in assessing the crime analysis and mapping needs of an agency is 

determining the current state of crime analysis and mapping in the academic community, 

in the law enforcement community, and in the specific agency that is being assessed. 

Information about crime analysis and mapping in the academic and the law enforcement 

communities assists in developing an understanding of the current state of crime analysis 

and mapping in research and practice and provides a foundation for the assessment of an 

agency’s state of affairs, needs, and an effective implementation. Information gathered 

about the agency being assessed makes up the majority of the needs assessment and is 

discussed in the following sections. 

The state of crime analysis and mapping in academia can be determined by a 

literature review of academic books and articles. This can be done by library searches on 

key terms or by utilizing specific Internet sources that provide bibliographies for this type 

of information. Some Web sites that may be of use in researching crime analysis and 

mapping include: 

• Office of Community Oriented Policing Services: www.usdoj.gov/cops

• Police Foundation: www.policefoundation.org

• National Institute of Justice: www.ojp.usdoj.gov/nij

• Crime Mapping Research Center: www.ojp.usdoj.gov/cmrc
3 

• Crime Mapping and Analysis Program: 

www.nlectc.org/nlectcrm/cmaptrain.html

• International Association of Crime Analysts: www.iaca.net

• International Association of Law Enforcement Intelligence Analysts: 

www.ialeia.org 

A literature review of crime analysis and mapping ten years ago would have 

turned up a few books and articles, most of which would not necessarily be dedicated to 

crime analysis and mapping specifically. A more recent literature review reveals not only 

much more information, but also easier access to the information, i.e. through the 

Internet. In addition, national and international conferences such as the International 

Association of Crime Analysts Conference, the Crime Mapping Research Center 

International Conference, the Problem Oriented Policing Conference, as well as others, 

are great resources for determining the state of and innovations in crime analysis and 

mapping. 

Information about crime analysis and mapping within the law enforcement 

community can be obtained by a literature review of practical books and magazine 

articles as well as by talking to law enforcement personnel that perform crime analysis 

and mapping. Literature can be found on the key Web sites listed above and 

correspondence with others conducting crime analysis and mapping can be sought either 

on the phone, through e-mail, or by conducting site visits. 

A search on the Internet would also reveal practical examples and provide links to 

agencies conducting crime analysis and mapping. For example, the Crime Mapping 

Research Center at the National Institute of Justice lists resources as well as specific 

agency Web sites that provide excellent examples of crime mapping. Attending 

conferences, training, and visiting police departments with outstanding crime analysis 

and mapping functions are also a way to gather information about current practices of 

crime analysis and mapping. 

It is important to research the current state of affairs of crime analysis and 

mapping at the beginning of the needs assessment. Not only will it describe an overview 

of the current state of affairs, but it will also prevent “reinventing the wheel” by 

providing ideas from others in the discipline that may be borrowed and/or improved 

upon. The following sections cover the specific areas of the needs assessment, which 

together describe the “current state of affairs” of the specific law enforcement agency. 

Strategic Goals 

Strategic goals are concepts or concerns upon which members of an agency have 

decided to focus their attention and/or resources. Strategic goals can apply to the agency 

as a whole, to one division within the agency, or even to a small work group such as a 

patrol squad. Therefore, examples of strategic goals range from general concepts such as 

instituting community policing and problem solving or improving basic police services, 

to specific issues such as reducing juvenile crime in a specific area. In many cases, 

strategic goals are developed by an agency with help from its community. 
4 

Focusing crime analysis and mapping efforts towards an agency's strategic goals 

assists in prioritizing the duties, objectives, and goals of crime analysis and mapping. 

More importantly, it assists the agency's efforts to effectively address each strategic goal. 

For example, there is a large juvenile population in the city and the law enforcement 

agency’s strategic goal is to reduce juvenile crime. By producing key reports and maps 

on juvenile arrests, calls for service, and crime in and around schools, crime analysis and 

mapping is directly supporting the agency's efforts to achieve its strategic goal. 

While a law enforcement agency may have department-wide strategic goals, there 

may also be strategic goals within specific divisions of the agency. Determining the 

goals and objectives of all divisions within a law enforcement agency during the needs 

assessment is important for crime analysis and mapping since it is important to assist the 

agency at all levels. For example, even though a city may not have an overall traffic 

accident problem, a particular patrol division may choose reducing traffic accidents as its 

strategic goal because it is a primarily residential area, and the community has expressed 

a serious concern about accidents. Thus, specific crime analysis reports and maps that 

detail accident information may be needed just for that patrol division. This is 

particularly relevant in larger law enforcement agencies where individual divisions may 

develop their own strategic goals. Yet, even small law enforcement agencies may have 

strategic goals and objectives within smaller divisions. 

Incorporating an agency’s strategic goals within the needs assessment information 

is imperative for determining its crime analysis and mapping needs. While the strategic 

goals will initially serve to define and guide the focus of crime analysis and mapping, the 

crime analysis and mapping function can ultimately assist the agency's efforts to address 

these goals. Additionally, collecting this information from various divisions of an 

agency can also enhance the needs assessment by ensuring that the needs of smaller work 

groups are also considered. 

Data Sources 

An important part of the crime analysis and mapping needs assessment is 

determining the types, the accessibility, and the integrity of both available and potential 

data sources. Determining the data types currently and potentially available is a matter of 

talking to members of the agency, members of other city departments, and representatives 

from other law enforcement agencies. Internal data sources such as crime, calls for 

service, arrests, traffic accidents, and citations will be identified through agency 

personnel. One may also determine potential internal data sources such as sex offender 

registrants or field card information that may currently be unavailable but will be in the 

future. 

Obtaining data from outside the confines of the law enforcement agency is crucial 

to crime analysis and mapping. For example, law enforcement agencies typically do not 

create their own base maps but obtain them from external sources such as other 

departments within the city government, from the Internet, and/or commercial vendors. 

It is important to identify these resources and any additional types of data these resources 

can provide. In addition to base maps, other geographic information such as bus stops, 

land parcels, school locations, and aerial photographs can be obtained from these sources. 
5 

Larger law enforcement agencies usually have better access to demographic and 

geographic information since larger city governments have established planning 

departments; however, smaller cities and towns may have to seek help from commercial 

vendors for such information. Fortunately, much of this information is available 

publicly or for minimal cost. Census information, which can be obtained from the 

Internet for free in electronic format, is the best example of a supplemental data source. 

Once the data sources have been identified, additional information such as data 

format, location, accessibility, and timeliness are important to ascertain. Knowing 

whether data are in electronic format or paper format, where they are housed, whether 

data are microfilmed or purged after a certain time, or that data can be accessed only on a 

monthly basis are all issues that may significantly impact crime analysis and mapping. 

These considerations must be taken into account in the needs assessment as the number, 

type, and quality of data sources affects much of the work in crime analysis and mapping. 

One of the most difficult tasks in conducting crime analysis and mapping in a law 

enforcement agency is getting access to the data in an electronic format. Although crime 

analysis and mapping do not require that data be in an electronic format, this can greatly 

enhance the timeliness and effectiveness of the crime analysis and mapping process. 

Even though some agencies are becoming computerized and have basic data such as 

crime and calls for service in a computerized format, data types such as booking sheets, 

field incident cards, and traffic citations may still be maintained solely on paper. Many 

people conducting crime analysis and mapping have taken it upon themselves to create 

their own electronic databases out of necessity. They have chosen to take the time to 

develop a database and, in some cases, conduct the data entry in order to have valid, 

reliable, timely data to use for analysis. 

Additionally, the timeliness of the data can significantly impact the crime analysis 

and mapping function. For example, if a goal is to provide recent crime pattern 

information and the available crime reports are weeks or even months old because of data 

entry lag time or processing time, products created with these data will be outdated and 

the goal will not be achieved. 

Data integrity is also an important factor in assessing the crime analysis and 

mapping needs of an agency. Data integrity refers to the quality of the data, i.e., 

consistency and accuracy of the data. An example of inconsistent data is a single address 

listed many different ways, e.g. 100 E. Main Av, 100 Main Av, 100 E. Main, or 100 E. 

Maine Ave. An example of inaccurate data is a report mistakenly coded as a theft from 

person when, in reality, it was a robbery. These are very simple examples, but data 

consistency and accuracy, known together as data integrity or data quality, are crucial to 

conducting crime analysis and mapping. 

Data integrity issues can be determined after working with a particular data source 

over time. However, during a needs assessment, some data integrity concerns can be 

determined beforehand by interviewing individuals who work with the data such as 

record clerks, dispatchers, and officers. These individuals are often aware of and/or have 

control over the data integrity issues since they access or input data regularly. For 

example, to make their jobs efficient, police dispatchers may have developed their own 

abbreviations for calls for service in a system that allows free text entry. In this case, the 

original values of the calls for service code table will not be reflected in the data and the 
6 

dispatchers’ codes can only be determined by talking to those individuals. Interviewing 

these individuals and obtaining their knowledge can save time, as remedies to these 

issues can be formulated during the needs assessment. It is important to identify these 

data integrity issues early, as they will likely go unnoticed until the data are carefully 

analyzed. 

In addition to the issues surrounding available data, the needs assessment may 

address accessibility and integrity issues for potential data sources. This will help 

determine if these data sources are worth pursuing. For example, an agency's primary 

strategic goal may be reducing juvenile crime, but juvenile arrest information is currently 

unavailable. By having the accessibility and integrity issues on hand, a method of 

retrieving the information can be developed. If it would take considerable time and 

resources to do this, the agency may decide to proceed without the information or 

develop some other way of obtaining the data. Thus, researching potential data sources 

does not mean that they will be used, only that their use needs to be deemed worthwhile. 

Technology 

 While determining what data are available, how they are accessed, and the quality 

of the data, the quantity and quality of technology used in these processes and throughout 

the agency may also be assessed. Advanced technology is often needed to conduct crime 

analysis and mapping; however, obtaining advanced technology specifically for crime 

analysis and mapping may not be enough. For example, if a goal were to disseminate 

crime analysis information through e-mail or to publish maps on an agency’s Intranet 

Web site, it would be crucial for the potential audience of the information to have access 

to a computer, to e-mail, and to the Intranet. 

 As potential data sources are determined in the needs assessment, so may 

potential types of technology. For example, it is becoming more common for law 

enforcement agencies to make crime mapping available to all officers. There are specific 

hardware and software products that are being developed to serve this purpose. The 

needs assessment may identify these types of resources. In fact, it may be necessary to 

conduct a review of potential technology prior to the needs assessment to inform agency 

personnel about hardware and software that are available and their roles in crime analysis 

and mapping. 

Current Crime Analysis and Mapping Products and Their Uses 

Part of assessing the crime analysis and mapping needs of a law enforcement 

agency is determining how crime analysis and mapping are currently being conducted. 

In an agency that has already implemented crime analysis and mapping, this will be a 

significant section of the needs assessment. It is important to determine 1) what is being 

produced, 2) what data are being used, 3) how the information is being produced and 

used, and 4) who is producing and using the information. 

In organizations without formal crime analysis and mapping, individuals 

throughout the agency may be conducting crime analysis and mapping on an ad hoc 

basis. For example, a detective inputs various characteristics of each of his/her cases in a 
7 

spreadsheet for analysis of trends and patterns; an officer manually tabulates the number 

and types of crime at a certain location for a problem solving project; or a records clerk 

produces a weekly stolen vehicle report. Although these are not advanced methods of 

crime analysis, identifying how members of the law enforcement agency are 

manipulating, collating, and aggregating data is important for determining ways either the 

analysis procedures and/or the products can be improved to suit the needs of the agency. 

In addition, determining how crime analysis and mapping are being conducted 

would consist of obtaining copies of the various reports and/or maps people are 

producing, determining who is using them, and for what purposes. The following are 

some examples of reports that might be produced in an agency without formal crime 

analysis and mapping: 

• Crime totals by month 

• Calls for service totals by day, week, month 

• Top 25 traffic accident locations 

• Number and types of traffic citations per month 

• Number of investigations per detective 

• List of calls for service by shift per day 

Even though some of these examples would not be considered advanced crime analysis 

and may be produced by manual counts or automated reports, it is still important to 

identify how data are being analyzed and how those products are being used in the 

agency. 

Crime Analysis and Mapping Needs 

The previous sections have described the process of gathering information about 

more objective factors or information that already exists such as strategic goals, data 

sources, technology, and current crime analysis products and their characteristics. But 

this information alone will not give the full picture of the crime analysis and mapping 

needs of a law enforcement agency. This objective information must be combined with 

subjective information and analyzed to determine the crime analysis and mapping needs 

of that agency. 

This section details how to obtain the “subjective” information about crime 

analysis and mapping needs; that is, the opinions and expectations of members of the law 

enforcement agency and the community about crime analysis and mapping. It is 

imperative to ask members of an agency and/or community about their own expectations 

and needs because these people will be the users of crime analysis and mapping products. 

This is not to say that crime analysis and mapping has to be tailored only to these stated 

needs, but that the information gained through this process will be combined with the 

other needs assessment information to assist in the actual development of the crime 

analysis and mapping functions. There are two primary methods by which the subjective 

information can be obtained, informal and formal. It is often necessary to use both 

methods in an assessment. 
8 

Informal 

Assessing the agency's needs through informal means entails talking to various 

members of the agency on an individual basis. A set of questions tailored to each 

individual or group of individuals can be used to focus the discussion. However, a free 

flow of ideas and opinions is imperative to gather the most information from the 

interaction. Some general questions that might be tailored include: 

• What are your current problem solving efforts? 

• How do you currently use data for statistics and mapping? 

• What types of analysis and mapping might help you do your job better? 

• How can crime analysis and mapping help other areas of the agency? 

Individuals from various positions in an agency can be interviewed, such as the 

chief of police, an officer working the midnight shift, a communications supervisor, and a 

front desk receptionist. All of these individuals, whether they know it or not, have 

experience with needing or providing crime analysis and mapping information to others, 

and they can offer different perspectives to the needs assessment. Although this process 

may appear time-consuming, it will prove to be valuable in that it will also develop 

organizational support for crime analysis and mapping. If individuals feel they have 

been included in the developmental stages, they are more likely to feel that they have a 

stake in the results of the needs assessment and subsequent implementation. They are 

also more likely to contribute to and make use of the information that crime analysis and 

mapping provide because it will be formulated partially from their input. 

Not only is it important to talk to people, but it is also important to see what their 

jobs entail and how they can use crime analysis and mapping information, as observation 

may produce new insights to crime analysis and mapping needs. “Ride-a-longs” are an 

effective method for seeing how individuals work. Although “ride-a-longs” typically 

entail accompanying a police officer in the car during a shift, there are many types of 

“ride-a-longs” that may be valuable in a needs assessment, e.g. “ride-a-longs” with patrol 

sergeants, dispatchers, 911 operators, detectives, records clerks, and even the police 

chief. In addition to determining what these individuals' jobs entail, “ride-a-longs” also 

afford an opportunity to inform them about how crime analysis and mapping can assist 

them. Some issues to consider while on a “ride-a-long” with an individual, no matter 

what his/her position might be: 

• Does the person produce data that can be used by crime analysis and 

mapping? 

• What is the quality of the data? 
9 

• How does the person utilize data and analysis to do his/her job? 

• What crime analysis and mapping information would be most helpful in 

his/her everyday work? 

Finally, attending meetings and briefings is another effective method of obtaining 

informal information. Crime analysis and mapping may not be specifically discussed at a 

meeting, but the meeting can provide general information on the goals and expectations 

of individuals and the agency, which may help to identify underlying crime analysis and 

mapping needs. For instance, by attending a meeting with detectives, it can be 

determined if information on recent crime trends and patterns may assist them. 

Formal 

One formal method for soliciting input from members of a law enforcement 

agency is through a crime analysis and mapping “user committee,” which is a group of 

individuals convened to discuss crime analysis and mapping needs. Oftentimes, group 

interaction can lead to the development of ideas different from what any one person could 

suggest. Two types of committees can serve this purpose: a committee of law 

enforcement personnel and a committee with a combination of law enforcement 

personnel and representatives from other relevant groups. 

In the first type of committee, representatives from various divisions and job 

functions in the law enforcement agency can sort out the possible crime analysis and 

mapping needs. Many times, officers are considered the primary resource for 

information about crime analysis and mapping needs; however, call takers, dispatchers, 

receptionists, crime prevention personnel, and records clerks may also be valuable 

resources. These individuals not only provide useful information concerning the crime 

analysis and mapping needs of the agency, but they also bring several different 

perspectives to the committee based on their knowledge, experience, and job functions. 

In the second type of committee, external representatives may include district 

attorneys, probation/parole officers, members of neighboring law enforcement agencies, 

school officials, community leaders, community members, and city government 

employees. This type of committee is important not only in assessing needs and 

determining additional resources, but also for tapping into a variety of perspectives about 

policing and crime analysis. For example, it may be useful to include representatives 

from the city planning and development office, as they may be able to provide 

information about new building permits and detailed maps that would assist in 

determining the impact of new building projects on police staffing levels, calls for 

service, and crime. 

The committee comprised of law enforcement personnel can be conducted first to 

gauge the needs and opinions of law enforcement personnel before opening the 

discussion to the larger community. These individuals may also participate in the 

committee that includes individuals from groups external to the law enforcement agency. 

 Another formal method of soliciting input on crime analysis and mapping needs 

from members of an agency is through a survey. The survey can be distributed through 

inter-office mail or through e-mail. Because this is a needs assessment survey, not a 
10 

survey to produce statistical results, the majority of the questions may be open-ended, 

allowing respondents greater freedom to discuss their opinions. The following are some 

very general questions: 

• Do you know what crime analysis and crime analysis mapping entails? If so, 

explain. (To determine if training is needed) 

• What types of information are you aware of that can be used for crime 

analysis and mapping? (To determine available/potential data sources) 

• Do you currently conduct crime analysis/use crime analysis information? (To 

determine if crime analysis is conducted and/or used) 

• How can crime analysis and crime analysis mapping assist you in your current 

position? (To determine needs) 

As the needs assessment may address an agency’s specific area of interest (strategic 

goals), more specific questions may also be included in the survey. The following are 

more specific sample questions that may be directed towards a group of people such as a 

patrol division or a particular project such as a special problem solving detail: 

• Is there a particular report of crime analysis information or a map that would 

be helpful to you on a weekly basis? Monthly basis? If so, please describe. 

• What types of information not currently available would be most helpful to 

you? 

• Is there a report that would help inform the progress of your project?

• How are you evaluating the project?

Summary 

 

The information gathered in the crime analysis needs assessment of a law 

enforcement agency contains both objective and subjective information garnered through 

various methods and from many different individuals. These types of information are 

important to determine the current status of crime analysis and mapping and in 

identifying the future needs of the agency. This information can then be used to develop 

an overall plan of implementation and/or revitalization of crime analysis and mapping. 

Thus, the next section of this report, “Developing an Action Plan,” describes the process 

by which the information from the needs assessment is analyzed to determine how crime 

analysis and mapping should be operationalized within the agency. 

As noted earlier, this process of determining data sources, technology, and current 

uses and needs can be useful for developing baseline measures for evaluation. 

Discussion of using needs assessment information in the evaluation process is discussed 

in the last section of this report, “Evaluation of Crime Analysis and Mapping.”

On the following page is a list of tasks to be completed and information to be 

collected during the needs assessment. It is included here to be used as a checklist for the 

needs assessment process.
11 

Needs Assessment Checklist 

The following is a list of information to be collected as part of the needs assessment. 

The intent of this list is not to be an outline of the previous section, but to be used as a 

checklist during the process. 

! Current State of Affairs 

⌧ In the academic community 

$ Literature review of academic books and articles 

$ Attending conferences 

$ Internet search 

⌧ In the law enforcement community 

$ Literature review of practical books and magazine articles 

$ Talking to other agencies conducing crime analysis and mapping 

$ Attending conferences 

$ Attending training 

$ Police department site visits 

$ Internet search 

⌧ In the specific agency that is being assessed (see below)

! Strategic Goals 

⌧ Of the agency as a whole 

⌧ Within specific divisions 

⌧ Within small work groups 

! Data Sources 

⌧ Current internal data sources 

$ Types 

$ Data format 

$ Location 

$ Accessibility 

$ Timeliness 

$ Data integrity 

⌧ Current external data sources 

$ Types 

$ Data format 

$ Location 

$ Accessibility 

$ Timeliness 

$ Data integrity 

⌧ Potential internal data sources 

$ Types 

$ Data format 

$ Location 

$ Accessibility 
12 

$ Timeliness 

$ Data integrity 

⌧ Potential external data sources 

$ Types 

$ Data format 

$ Location 

$ Accessibility 

$ Timeliness 

$ Data integrity 

! Technology 

⌧ Current technology 

$ Hardware 

% Quantity 

% Quality 

$ Software 

% Quantity 

% Quality 

⌧ Potential technology 

$ Hardware 

% Quantity 

% Quality 

$ Software 

% Quantity 

% Quality 

! Current Crime Analysis and Mapping Products and Their Uses 

⌧ Determine products produced in the agency 

⌧ Determine data sources used for each product 

⌧ Determine who formulates the products and how 

⌧ Determine who utilizes the products and how 

! Crime Analysis and Mapping Needs 

⌧ Informal methods of obtaining information 

$ Talking to/interviewing individuals 

$ Conducting “ride-a-longs” 

$ Attending meetings and briefings 

⌧ Formal methods of obtaining information 

$ User committees 

% A committee of law enforcement personnel 

% A committee with a combination of law enforcement personnel and 

representatives from other relevant groups 

$ A survey 
13 

III. Developing an Action Plan 

To make the leap from needs assessment to implementing crime analysis and 

mapping, the information obtained from the needs assessment must be analyzed, 

prioritized, and operationalized. One way to do this is by developing an action plan. 

An action plan is a written document that outlines the various functions, resources, and 

goals of crime analysis and mapping for a particular agency. The process of developing 

an action plan includes bringing a group of individuals together to formulate the action 

plan. 

One of the key benefits of developing an action plan collectively is that 

individuals from various levels and areas of the law enforcement agency have the 

opportunity to provide comments and criticism, to help prioritize goals and objectives, 

and to afford both credibility and accountability to the process. That is, the crime 

analysis and mapping action plan is not a report that comes from one person but from the 

agency itself, making members of the agency responsible for developing the plan and 

carrying it out. 

An action plan may be formulated as a guide either for agencies just 

implementing crime analysis and mapping or for agencies that have already instituted 

crime analysis and mapping yet lack an explicitly stated course of action. The following 

are components of a crime analysis and mapping action plan that will be discussed in this 

section: 

1. Structure 

2. Functions 

3. Data issues 

4. Technology 

5. Training/promotion 

6. Policies and procedures 

7. Short-term and long-term goals 

The intention of this section is to provide a framework for developing an action 

plan. The categories are described generally, as the contents of a particular action plan 

will depend on the characteristics of a particular agency. Importantly, an action plan is 

not static, but rather a dynamic document that will be adjusted as an agency changes. In 

addition, an action plan not only describes the immediate expectations, it also anticipates 

future needs. 

Structure 

The structure of crime analysis and mapping in a law enforcement agency 

includes 1) who conducts crime analysis and mapping, 2) what their duties are, and 3) 

where they are located in the organization both in the chain of command and 

geographically. 

An agency may decide to reassign officers or other law enforcement personnel, 

hire individuals specifically to conduct crime analysis and mapping, or a combination of 
14 

both. Some agencies do not have the resources to add a new position of crime or GIS 

(Geographic Information Systems) analyst and will assign internal personnel to conduct 

crime analysis and mapping. Other agencies may decide to partner a civilian employee 

hired specifically to conduct crime analysis and mapping with an officer on special detail. 

In either case, an action plan will outline the current practice and may include future 

goals for new positions to be added or changed. 

This section of the action plan will also outline each individual’s job 

responsibilities. For example, an agency may hire two individuals to conduct crime 

analysis and mapping and choose one of the individuals based on crime mapping skills. 

In this case, the action plan may outline that one of the two persons will be primarily 

conducting crime mapping whereas the other may be conducting other crime analysis 

duties such as staffing analysis or surveys. In addition, the roles of different individuals 

may be described, e.g. a supervisor, an analyst, a clerk, or a volunteer. Depending on the 

expectations of the agency, the action plan may also include more specific information 

such as individuals’ work schedules. 

The third part of the structure section of the action plan details where individuals 

conducting crime analysis and mapping are placed both organizationally and 

geographically. There are two considerations in organizational placement of crime 

analysis and mapping, the first is within the organizational chart and the second is what 

level of the chain of command. 

Determining where to place the crime analysis and mapping function within an 

organizational chart depends on how it will be carried out. For example, if the focus is 

on short-term pattern recognition and investigation, crime analysis and mapping may be 

placed within the investigations bureau. However, if the focus is on long-term problem 

solving, a placement in the patrol division may be reasonable. It is important to consider 

that crime analysis and mapping will largely be influenced by the goals and objectives of 

the division to which they are assigned. Because of this, some agencies have housed 

their crime analysis and mapping functions in a neutral division such as support services 

or administration. 

Placing crime analysis and mapping within the chain of command is important 

because it can affect credibility and resources. Thus, individuals conducting crime 

analysis and mapping should not be buried within the organization. The fewer the 

number of steps between those individuals conducting crime analysis and mapping and 

the chief of police of the organization, the higher priority, responsibility, and respect that 

can be achieved. For example, individuals conducting crime analysis and mapping 

request to receive the police reports on a timelier basis. Assuming that other informal 

methods of procuring them have been unsuccessful, the request must go up the chain of 

command. Going through five or six levels to the chief versus two or three would 

significantly impact whether or not the change occurs as well as the time it takes to 

achieve the goal. 

The geographic placement of individuals conducting crime analysis and mapping 

should also be included here. This refers to the physical placement of individuals’ 

offices. Geographic placement should be made considering the accessibility of crime 

analysis and mapping to both line level patrol and investigative officers as well as to 

administrative personnel. Of course, this also depends on the focus of the crime analysis 
15 

and mapping functions. In fact, geographic placement can sometimes be more 

important than organizational placement, e.g. officers may not care who conducts crime 

analysis and mapping as long as it is accessible to them. 

Geographic placement can produce a negative result of the effectiveness of crime 

analysis and mapping, i.e. “out of sight, out of mind.” If an individual’s office is in a 

sparsely occupied basement or is located across the hall from the chief or internal affairs, 

officers and sergeants, primary crime analysis and mapping customers, may not stop in. 

Thus, the ideal location is close to line-level personnel, as they may not be as likely to 

seek out the function. 

Another issue having to do with geographic placement occurs when there is more 

than one person conducting crime analysis and mapping and whether to have them in a 

central office or to decentralize their offices among different physical locations. There 

are solid arguments on both sides of this issue, and invariably, the decision depends on 

the nature of the agency and how crime analysis and mapping are operationalized. 

The argument for keeping individuals working in the same office or area is that 

they will work together, be aware of one another’s work, exchange ideas, and can be 

more innovative than if they work by themselves. Another argument is that there is a 

“united front” to handle issues and individuals who challenge crime analysis and 

mapping. If individuals are separated, they may have less power and other law 

enforcement personnel can more easily have them doing “their work” which may not 

even be related to crime analysis and mapping, e.g. typing letters, writing staff reports, 

developing brochures, printing non-crime analysis charts and graphs, etc. 

 On the other hand, the argument for decentralization is that the individuals can be 

accessible and work hands on with the officers in the field. In other words, there is a 

“crime analysis and mapping presence” throughout the smaller divisions of an agency. 

Weekly and/or monthly meetings, as well as technology (e-mail and phone), can allow 

the individuals performing crime analysis and mapping to maintain constant contact with 

one another. Nonetheless, this issue is primarily contingent on the demands of an 

individual agency and the qualifications and capabilities of individuals conducting crime 

analysis and mapping. 

Functions 

The functions outlined in the action plan refer to how crime analysis and mapping 

will proceed. For instance, if the needs assessment of an agency indicates that problem 

solving is a strategic goal and a high priority, the crime analysis and mapping function 

may be tailored to provide statistics and maps to assist with the problem solving process. 

The possible functions of crime analysis and mapping in a law enforcement agency are 

largely dependent on the characteristics of a particular agency such as budget, size, 

purpose, etc. and the results of its needs assessment. The following are a few general 

examples of the functions crime analysis and mapping can serve in a law enforcement 

agency: 

• An agency with 20 officers may focus their crime analysis and mapping 

efforts towards identifying hotspots/patterns of activity and intelligence 

information versus conducting statistical analysis of their data. 
16 

• A larger agency may choose to deploy individuals to conduct crime analysis 

and mapping at the division level to help with specific problem identification, 

analysis, and assessment. 

• An agency may utilize crime analysis and mapping only for special task forces 

or particular issues such as robbery, auto theft, etc. 

• An agency may carry out crime analysis and mapping primarily for 

administrative purposes, e.g. staffing analysis or long-term forecasting of 

crime and calls for service. 

• An agency may have several individuals who conduct numerous types of 

crime analysis and mapping such as short-term pattern identification, 

problem-solving analysis, and preparing administrative reports. 

Data Issues 

This part of an action plan includes an overview of the data available for crime 

analysis and mapping purposes and how these data can be accessed. This information 

comes from the needs assessment and may also contain a wish list of data sources such as 

updated map files, computerized citation information, probation and parole information, 

or an extra variable in the records management system that would denote whether the 

crime was a domestic violence case. In addition, the action plan may include problems or 

integrity issues with relevant and potential data sources in addition to possible remedies 

(if known). 

Many law enforcement agencies’ older computer aided dispatch systems and 

records management systems were not developed with the intent of accessing and 

analyzing data. Thus, this section of the action plan may need to be lengthy and specific 

in order to outline the problems with these systems and potential remedies. For example, 

an agency with a records management system incapable of exporting data may need to 

include acquiring that capability in the crime analysis and action plan. However, it is 

more important to detail how the data will be exported and the specific variables included 

in this particular section of the action plan. In another case, an agency may not have a 

functioning records management system and thus needs to detail how data will be 

collected and warehoused. 

One of the most important issues for crime analysis and mapping is acquiring data 

(whenever possible, in electronic format), obtaining data with minimal integrity issues, 

and on a timely basis. This is not an easy task, but documenting the issues is part of the 

solution. Not all of the data integrity issues will be apparent at the creation of the action 

plan, but since it is a fluid document, they can be added as they are found. The following 

chart is an example of the types of data sources, variables, and content of a chart that 

would be included in the data section of the action plan. The chart’s content and length 

will vary for each agency. 
17 

Crime Analysis and Mapping Action Plan: Current and Potential Data Sources Chart

Data Source Format Availability/Location Timeliness Variables Included Integrity Issues Rem

Calls for Service ASCII dump Downloaded by I.T. personnel Monthly Incident number Addresses not standardized Cent

Type of call Data not timely ObtaDisposition code Duplicate calls included Take Location More... MoreReceived date/timeDispatched date/timeMore...

Crime Paper format Copies from Records Bureau Same day as report was written Incident number Not available electronically Crea

Located in individual Type of crime Hand written, hard to read Enco

file folders Location Missing copies? Dete

Report date More... MoreDisposition codeMore...

Field Information Written on Cards Copies from Officers Same day as card was written Location Not available electronically Crea

Cards deposited in Type of incident Hand written, hard to read Enco

Briefing Area Contact person informati Missing copies? Dete

More... More... More

Probation Information

Not currently available From Probation Department Unknown Individual description Updated regularly? Ask 

Residence Timeliness DirecPlace of work More... MoreSocial Security #More...
18 

Technology 

This part of the action plan describes the technology that is currently available for 

conducting crime analysis and mapping and outlines immediate and future technological 

needs. Technology may refer to types of hardware and software needed to conduct crime 

analysis and mapping, and it may also refer to technology needed to enhance crime 

analysis and mapping, such as an interface to the records management system that allows 

data query and download capabilities. An action plan may include a projection of 

technology needs for the coming years. Many times in a public organization, it takes a 

significant amount of time to obtain resources. However, since technology changes so 

quickly, long-term requests may be more general than the immediate requests to allow 

more advanced technology to be specified as it becomes available. Technology needs for 

the future may also be dependent on new personnel and may coincide with future 

personnel forecasts. 

The following are some technological products that can be used depending on the 

structure and function of crime analysis and mapping in an agency: 

Hardware: 

• High-end personal computer with the ability to conduct advanced statistical 

analysis, load and manipulate images, multi-task, and handle large amounts of 

data. 

• Laptop (for presentations and work in the field) 

• Projector (for presentations) 

• Laser printer 

• Color printer 

• Plotter printer 

• Scanner 

• Server space to save large amounts of data and for continual backup of data 

Software: 

• Word processing software 

• Spreadsheet software 

• Statistical software 

• Geographic information systems software 

• Database manager software 

• Presentation software 

• Graphics software 

• Internet and e-mail software 

• Agency specific records management software 
19 

Training/Promotion 

Training needs for the individuals conducting crime analysis and mapping can be 

forecasted for at least two years. It is recommended to include all relevant crime 

analysis and mapping training courses in hopes of being funded for a select few. In doing 

so, the training course may be ranked by importance to give supervisors and those in the 

budget process an idea of what is a higher priority. Since training is not always posted 

this far in advance, funds can be requested for additional training courses as they arise. 

The following are some Web sites that may be helpful in researching crime 

analysis and mapping training (not an exclusive list): 

• Office of Community Oriented Policing Services: www.usdoj.gov/cops

• Police Foundation: www.policefoundation.org

• Crime Mapping Research Center: www.ojp.usdoj.gov/cmrc

• Crime Mapping and Analysis Program: 

www.nlectc.org/nlectcrm/cmaptrain.html

• International Association of Crime Analysts: www.iaca.net

• MapInfo Corporation: www.mapinfo.com/events 

• ESRI: www.esri.com/events 

• The Alpha Group Center for Crime and Intelligence Analysis Training: 

www.alphagroupcenter.com/index2.htm 

• Carolina Institute for Community Policing: www.cicp.org/ 

• ACT NOW, Inc.: www.actnowinc.org 

Promotion refers to educating individuals in a law enforcement agency about the 

value, the specific capabilities, and the successes of crime analysis and mapping itself. 

Promotion includes taking the information from the action plan that describes data, 

reports, and procedures of crime analysis and mapping and disseminating it to members 

of the department. For example, if information request procedures are such that there is 

a two-day turn around on requests and this policy has been advertised throughout the 

agency, an officer or administrator will know not to expect an immediate response to a 

request. 

It is important to include how crime analysis and mapping will be promoted in the 

action plan. For instance, some law enforcement administrators may be wary of the 

Internet and publishing information on a Web site. If the use of the Internet to publish 

certain crime analysis and mapping information to the public is written into and agreed 

upon in the action plan, the debate about using the Internet can occur before instead of as

the process is being implemented. This will save valuable time in the future and serve to 

further legitimize the crime analysis and mapping function within the agency. 
20 

Policies and Procedures 

The action plan may include an initial set of policies and procedures to guide both 

those conducting as well as those utilizing crime analysis and mapping. A policy refers 

to a set of rules for those utilizing crime analysis and mapping products, e.g. a citizen 

request policy that outlines how citizens can request crime analysis and mapping 

information. A procedure refers to the internal methodology of conducting crime analysis 

and mapping, e.g. the steps of conducting an annual resource allocation study from data 

collection to statistical analysis to presentation of results. 

Policies and procedures may vary by agency according to reasons such as political 

climate or an agency’s mission. Within an agency, the crime analysis policies and 

procedures may change or be added over time as the characteristics of the agency and 

process of analysis evolve. A discussion of policies and procedures is particularly 

relevant in a law enforcement agency that is just implementing crime analysis and 

mapping, as many of the policies and procedures will not yet be developed. 

The following are some types of policies and procedures that might be kept: 

Policies: 

• Citizen/business request policy 

• Media request policy 

• Release of information policy 

• Internet posting policy 

• Internal request policy 

• Other government agency request policy 

Procedures: 

• Annual citizen survey methodology 

• Monthly crime bulletin methodology 

• Staffing analysis methodology 

• Annual report methodology 

• Monthly crime and calls for service maps methodology 

• Dissemination of information methodology 

• Data entry methodology 

• Data cleaning methodology 

Short-Term and Long-Term Goals 

Short-term goals provide immediate direction for the crime analysis and mapping 

function whereas long-term goals offer overall direction and facilitate planning. 

Together, these encompass an overall strategy and set of expectations to fulfill the needs 

of the law enforcement agency and are crucial to the action plan. As an agency evolves 

and changes, so will the goals and expectations. For this reason, it is important to adhere 

to these goals but also have flexibility in adapting them to new situations. The process of 
21 

developing the action plan and bringing in various individuals from throughout an agency 

will help to develop and prioritize goals. 

Short-term goals primarily address what is to be accomplished within the first year of 

the action plan. Examples of short-term goals that an agency first implementing crime 

analysis and mapping may have are: 

• Purchase two new computers 

• Hire a crime analyst 

• Attend introductory crime analysis and/or mapping training 

• Gain access to electronic crime data currently not available 

• Produce monthly reports based on the crime data 

• Obtain feedback from users at six month and one year intervals 

These examples are fairly general and may be written into an action plan more 

specifically, but they are realistic and important goals to outline in an agency without 

crime analysis and mapping capabilities. 

In an agency that has an established process of crime analysis and mapping, shortterm goals may include: 

• Hire an additional crime analyst specializing in geographic information 

systems 

• Purchase upgrade of statistical software 

• Improve data integrity of electronic crime data 

• Conduct two site visits at other agencies to learn new ways of conducting 

crime mapping and analysis 

As noted earlier, the action plan is a fluid document, which is apparent in 

including short-term goals. If short-term goals address one year, the action plan will need 

to be revisited at least that often. Consequently, not only will subsequent action plans 

include new short-term goals, but also including the successful fulfillment of the goals 

may help to demonstrate that implementing crime mapping and analysis was a 

worthwhile endeavor. 

There are two types of long-term goals. One type addresses issues that will take 

longer than a year to complete. For example, an agency might include long-term goals 

such as: 

• Hire three new crime analysts over the next three years 

• Implement a crime analysis and mapping Intranet application by which all 

officers can access and query information 

• Obtain 2000 Census information and incorporate it into crime analysis reports 

and mapping 

• Obtain funding from the Federal Government for a specific study 

• Write an article about crime analysis to be published in a practical journal or 

newsletter 
22 

Another type of long-term goal is one that has no specific date of completion but 

is a general theme about how the action plan will be carried out. Examples of this type 

of long-term goal are: 

• Provide excellent customer service to internal law enforcement employees and 

external customers 

• Keep up-to-date on the state of crime analysis and mapping in the academic 

and law enforcement communities 

• Continually work with other city departments and neighboring jurisdictions to 

improve crime analysis and mapping in the agency 

• Attend available training and conferences whenever possible 

Summary 

Because the intention in this section is to provide a framework for creating an 

action plan, specific content of each category was not covered. The goal is to provide an 

outline, examples, and a structure to the process of taking information from the needs 

assessment and reformulating it into an action plan in order to implement crime analysis 

and mapping in a law enforcement agency. 

On the following page is a list of what the action plan should contain. It is 

included here to be used as a checklist for creating an action plan. 
23 

Action Plan Checklist 

The following is a list of information to be collected as part of the development of an 

action plan. The intent of this list is not to be an outline of the previous section, but to be 

used as a checklist during the process. 

! Structure 

⌧ Who conducts crime analysis and mapping 

$ Number of personnel 

$ Type of personnel (civilian, officer, etc.) 

$ Job duties of personnel 

$ Various roles of personnel 

⌧ Location of individuals 

$ Within the organizational chart 

$ Within the chain of command 

$ Geographically 

% Physical placement of individuals’ offices 

% Central office or decentralized offices 

! Function: how crime analysis and mapping will be conducted 

⌧ Budget 

⌧ Size 

⌧ Purpose of the agency 

! Data Issues 

⌧ Current internal data sources 

$ Types 

$ Data format 

$ Location 

$ Accessibility 

$ Timeliness 

$ Data integrity 

⌧ Current external data sources 

$ Types 

$ Data format 

$ Location 

$ Accessibility 

$ Timeliness 

$ Data integrity 

⌧ Potential internal data sources 

$ Types 

$ Data format 

$ Location 

$ Accessibility 

$ Timeliness 
24 

$ Data integrity 

⌧ Potential external data sources 

$ Types 

$ Data format 

$ Location 

$ Accessibility 

$ Timeliness 

$ Data integrity 

! Technology 

⌧ Current technology 

$ Hardware 

% Quantity 

% Quality 

$ Software 

% Quantity 

% Quality 

⌧ Potential technology 

$ Hardware 

% Quantity 

% Quality 

$ Software 

% Quantity 

% Quality 

! Training/Promotion 

⌧ List of possible training 

⌧ Prioritization of training opportunities 

⌧ How crime analysis and mapping will be promoted 

! Policies and Procedures 

⌧ List of Policies 

⌧ List of Procedures 

! Short-Term and Long-Term Goals 

⌧ List of short-term goals 

⌧ List of long-term goals 

$ Long-term goals to take more that one year 

$ Ongoing long-term goals 
25 

IV. Evaluation of Crime Analysis and Mapping 

Assessing crime analysis and mapping needs is the first step in implementing 

crime analysis and mapping in a law enforcement agency. Part of assessing needs is 

obtaining information that can later be used as baseline measures for an evaluation of 

crime analysis and mapping. Baseline measurement information is a set of measures 

taken at a particular point in time to which a set of measures taken at later points in time, 

called evaluation measures, is compared. Baseline measures are analogous to the pre-test 

of an experimental design while evaluation measures are analogous to the post-test. This 

entire process makes up the evaluation. 

There are two parts to evaluating any program, one is evaluating the process of 

the program, and the other is evaluating the impact. The process refers to how the 

program is administered, and the impact refers to whether it fulfills its intended purpose. 

Because the crime analysis and mapping function is one of many functions that support 

police operations’ decision making and the problem solving processes, it is difficult to 

isolate the impact of crime analysis and mapping to conduct an evaluation. In this 

section, the evaluation measures for crime analysis and mapping apply more to 

evaluating the process of crime analysis and mapping than to evaluating its direct impact 

although measures of both are discussed. 

There are several reasons to evaluate crime analysis and mapping in a law 

enforcement agency. One reason is to provide an internal mechanism for monitoring the 

progress of the function of crime analysis and mapping and the individuals conducting it. 

More specifically, this type of evaluation may focus on the action plan to see if it has 

been implemented as intended and if the goals have been achieved. The results of the 

evaluation may be used to modify the action plan and possibly change or improve 

internal processes of crime analysis and mapping in an agency. 

Another reason for evaluation is to assess the process and impact of crime 

analysis and mapping within the agency. Evaluation of the process may refer to how 

products are distributed and the availability of individuals conducting crime analysis. 

The impact may refer to the usefulness of crime analysis and mapping within the agency 

in specific instances such as identifying a crime pattern that leads to the capture of a 

suspect or a report that was used to identify specific problems at a particular location. 

Lastly, a global reason to evaluate crime analysis and mapping in law 

enforcement agencies is to evaluate how particular agencies’ crime analysis and mapping 

function compare to others and have contributed to the overall discipline of crime 

analysis and mapping. The results may be used as part of assessing the value of crime 

analysis and mapping as a general practice in law enforcement and subsequently, its role 

in improving policing overall. 

In sum, this section of the document lays out a number of process and impact 

measures that may be gathered for an evaluation of crime analysis and mapping. The 

intention here, as in the two previous sections, is to provide a general overview. For the 

sake of brevity, this section does not cover the specific contents of what the evaluation 

Might contain or how to evaluate an agency’s specific information. The types of 

information discussed may not be exclusive of what can and should be collected in an 
26 

evaluation of crime analysis and mapping, since the information will depend on the 

agency, the information that is available, and the reason for the evaluation. 

Consequently, this section includes a discussion of: 

1. Comparative information--general information about an agency and the 

jurisdiction it serves 

2. Baseline and evaluation measures--how and when they might be gathered; 

3. Process evaluation measures 

4. Impact evaluation measures 

5. Satisfaction measures of both process and impact of crime analysis and 

mapping 

Comparative Information 

 

Comparative information is obtained from the information about the current state 

of affairs collected during the needs assessment. This type of information refers to basic 

quantitative information that reflects the overall characteristics of a law enforcement 

agency and its jurisdiction at a certain point in time and can be analyzed fairly easily. 

By obtaining this type of information as baseline and evaluation measures, data collected 

about crime analysis and mapping can be placed in the context of the current state of 

affairs. For example, if the number of people conducting crime analysis and mapping has 

stayed the same over a five-year period, but the population served and the number of 

sworn officers has doubled, comparing the ratio of individuals conducting crime analysis 

and mapping by population at different times may illuminate the evaluation of the 

effectiveness of crime analysis and mapping in that agency. 

In the case of evaluating crime analysis and mapping as it relates to the overall 

discipline, measures of the current state of crime analysis and mapping in other agencies 

and in relevant literature may also be considered. The following comparative 

information can be collected: 

• Population served by the law enforcement agency 

• Number of square miles served by the law enforcement agency 

• Number of sworn personnel in the law enforcement agency 

• Number of civilian personnel in the law enforcement agency 

• Number of crime analysis personnel in the law enforcement agency 

• Number of crimes and crime rate per population 

• Number of calls for service and calls for service rate per population 

• Overall budget of the law enforcement agency 

• Number of crime analysis and mapping units in law enforcement agencies 

throughout the US and internationally (for comparison with other crime 

analysis and mapping functions) 

• Number of books, articles, organizations, or Web sites dedicated to crime 

analysis and mapping (for comparison with other crime analysis and mapping 

functions) 
27 

Baseline Measures 

One of the most important and difficult parts of evaluation is obtaining baseline 

measures. In a law enforcement agency that has not implemented crime analysis and 

mapping, knowing what to record and measure about something that does not yet exist is 

difficult. However, collecting baseline measures is a natural fit with conducting a needs 

assessment, as the needs assessment is a comprehensive look at most of the factors 

related to crime analysis and mapping even if they do not yet exist. 

In law enforcement agencies where crime analysis and mapping already exist, the 

baseline measures can come from the agency's "institutional memory" which refers to 

formal sources, such as statistical and administrative reports and informal sources, such 

as the memories of individuals. Even though these sources may not be entirely accurate, 

as reports may be inconsistently created and people tend to forget information over time, 

this is the most practical method of obtaining information about crime analysis and 

mapping before the function existed. 

Another possibility for collecting baseline measures in an agency that has already 

implemented crime analysis and mapping is to select a point in time and collect the 

information at that time as baseline measures, i.e. use the current status of crime analysis 

and mapping as the baseline measure and evaluate at a later time. In addition, this 

process is relevant to evaluating crime analysis and mapping over a longer period of time, 

as it may be helpful to compare one year to the next instead of comparing each 

subsequent year to the original baseline measures. 

In an evaluation, most types of information are collected both as baseline 

measures and as evaluation measures. As mentioned earlier, baseline measures, whether 

they are taken before or after implementation of crime analysis and mapping, are taken at 

one point in time. However, evaluation measures will be collected throughout the 

evaluation period, but analyzed at one point in time. For example, information on how 

many requests and the time taken to complete each request needs to be stored and kept as 

the requests are being completed. It is not realistic to obtain this kind of information at 

the end of the evaluation period if no record is kept; thus, a system of recording this as 

well as other information has to be developed for the evaluation. 

Process Evaluation Measures 

 

Process evaluation measures include types of information that address the 

administration and resources of crime analysis and mapping. In general, these fall into 

four categories: personnel, technology, data resources, and crime analysis and mapping 

products. Thus, process evaluation focuses on who is conducting crime analysis, what 

technology and data they are using, and what they are producing. The process evaluation 

measures may include both the quantifiable characteristics as well as the quality of those 

characteristics. An example of a quantifiable process evaluation measure may be that an 

agency has two computers dedicated to crime analysis and mapping. The quality of that 

measure may be types of computers, the processor speed, etc. 
28 

Personnel 

Various characteristics of personnel are important in the evaluation of crime 

analysis and mapping. Obviously, before an agency implements crime analysis and 

mapping, there may be no one formally conducting crime analysis and mapping; 

however, there may be individuals conducting crime analysis and mapping informally; 

that is, on a part-time or ad hoc basis in addition to their normal job duties. The number 

of people and more importantly, the average number of hours spent conducting crime 

analysis and mapping per week either formally or informally can be collected as baseline 

and evaluation measures. 

In addition, the type of analysis conducted as well as each individual’s job title, 

education, and training may be collected as indicators of the quality of personnel. 

These are not perfect measures in that someone with a certain degree may not conduct 

crime analysis and mapping better than someone without that degree, but it is a simple 

indicator of the difference in the quality of personnel. 

For example, before implementation of crime analysis and mapping, a sergeant in 

patrol may have spent an average of four hours per week preparing basic crime analysis 

information for the agency. A year after crime analysis and mapping are implemented, 

there might be two designated crime analysts who each spend forty hours a week 

conducting crime analysis and mapping. The quantitative information shows an increase 

of seventy-six hours per week of time devoted to crime analysis. The measures of quality 

of personnel show that the individuals conducting crime analysis and mapping have 

training and education specific to that purpose. 

Technology 

Technology is an important tool used in the process of crime analysis and 

mapping as it can affect the quantity and quality of crime analysis and mapping products 

and the efficiency of their production. Currently, technology drives many of the 

advances and capabilities in crime analysis and mapping. In evaluating technology, one 

may count the number of, types of, and the quality (speed, memory) of hardware used. 

The types of hardware range from computers and scanners to printers and plotters. One 

can also record the number, names, versions (3.0 or 6.9) and types of software programs 

used such as Windows98®, Microsoft Word®, Microsoft Excel®, Statistical Package for 

the Social Sciences (SPSS)®, ArcView®, MapInfo®, etc. 

Using technology efficiently and effectively is critical to the success of crime 

analysis and mapping and thus may also be evaluated. For example, years ago, reports 

were done by running statistics, printing them out, and typing them with a typewriter into 

a form for publication, as technology did not exist to bridge the gap between processes. 

With the advent of Windows® technology, the ability to share information among 

various formats has improved significantly, allowing users to copy and paste the numbers 

into an electronic form for publication. Most recently, technology has advanced to the 

point where users who are not necessarily computer programmers can create a program, 

often called a “macro” or a “script” that can access data, run the statistics, and produce 

the report or map, all in a matter of minutes. 
29 

Data Sources 

Quantifiable characteristics of data sources used in crime analysis and mapping 

may include a number of different measures. The first is the number and types of data 

sources, e.g., an agency may over time obtain access to three additional data sources, 

which may be traffic accident data, citation data, or census data. A more specific 

quantifiable measure is the number of variables in each data source. For example, an 

agency may have hand written reports from which a few selected variables, such as date, 

type of crime, and address, are entered into a computer system for crime analysis and 

mapping purposes. However, later in time, the agency may implement an automated 

report writing software program that allows analysis of all variables in the report. 

Secondly, both how data are accessed and the length of the process it takes to 

access the data are quantifiable measures of data sources. For example, data may be in 

paper or electronic format or they may be accessed through a network or through a 

mainframe system. In addition, the data may be accessed directly or the process of 

accessing the data may involve several steps such as data entry, downloading, and/or 

cleaning. 

Thirdly, timeliness of the data is a quantifiable measure and refers to how often 

the data are available. For example, at the end of the day, all the calls for service are 

dumped into a directory for others to access. The data can be accessed with a maximum 

delay of 24 hours. Timeliness of data is an important factor in crime analysis and 

mapping, as having data that are out-of-date can be detrimental to the process of 

conducting crime analysis and mapping. 

The quality of data sources is more difficult to measure. Oftentimes, the baseline 

measures will not provide adequate information about the quality of data sources, 

especially if the data have never before been used for crime analysis and mapping. Data 

integrity, which is the consistency and accuracy of the data, is the key indicator of the 

quality of data. An example of data consistency might be various people coding a 

location type of a mobile home trailer as an apartment, a trailer, or a single family home. 

An example of data accuracy might be if a commercial location changes its name from 

Pizza Hut to Dominos, but the computer aided dispatch database does not capture the 

change. 

Products 

Evaluating the quantity and quality of products produced by individuals 

conducting crime analysis indicates how well the processes of crime analysis and 

mapping are being conducted. In an agency that is implementing crime analysis, there 

may be few products to observe as baseline measures. However, in evaluating crime 

analysis and mapping over several years, the number and quality of products may change 

and grow over time as processes change; recognizing this is one of the goals of 

conducting an evaluation. 

The quantity of crime analysis and mapping products can be measured by looking 

at the number of standard products such as daily, weekly, monthly, and annual reports 
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and maps, the number of ad hoc reports completed, and the number of other types of 

reports/studies produced. It is important not only to record the number of products, but 

also the amount of time it takes to complete the products. Recording the time to 

complete the product is a quantitative, albeit simplistic, way to determine the complexity 

and/or difficulty of the report. 

 There are several ways in which to document the quality of a crime analysis or 

mapping product. There is the quality of presentation, content, and relevance to its 

purpose. The types of information that can be gathered are: 

• Presentation/format: color, black and white; tables, charts, graphs, maps, 

photos 

• Content: detail of the information, explanation of information/disclaimers 

• Purpose: reason for the product 

• Relevance: does the product satisfy its purpose 

The presentation/format refers to the “look and feel” of the product. It is 

important to the reader’s ability to understand and glean the necessary information. On 

the one hand, there is the importance of color in distinguishing between two points on a 

map, but there is also the difference between whether information is presented in a table, 

a graph, a map, or all three. A graph can allow the reader to easily distinguish between 

values, a table gives the actual values, and a map will spatially display the information. 

Since crime analysis and mapping information is developed considering the data, the 

purpose of the product, and the estimated skill level of the audience; thus, they may be 

evaluated based on these aspects. 

The content of crime analysis and mapping products refers to characteristics such 

as the level of detail that is included, the type of information, and explanation of the 

information. For example, it may be important to note in a report that the crimes listed 

only include certain types of crimes and does not include all reported crimes. If the 

reader assumes all crime is included, significant errors of judgment may be made. The 

purpose of crime analysis and mapping products must also be taken into consideration 

during the process evaluation. Each crime analysis product should have a clear purpose 

and should effectively meet the needs of the request. 

Impact Evaluation Measures 

 As noted earlier in this section, the impact that crime analysis and mapping have 

on overall decision-making and problem solving is indirect and difficult to measure; 

therefore, usefulness of crime analysis and mapping products to those decision makers 

and problem solvers is the best way to evaluate the impact. This part of the evaluation 

changes the focus to the users of the information and begs the question "Was the 

information useful?" Although this measure depends on the perceptions and capabilities 

of the users of the information and not on the crime analysis and mapping functions, it is 

the most practical way of measuring the impact of crime analysis and mapping. 

Evaluation of the usefulness crime analysis and mapping information can be 

conducted in several ways. The first is through a survey of the customers who request 
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and use crime analysis information. Questions that might be asked that directly relate to 

the usefulness of crime analysis and mapping information are: 

• Overall, is crime analysis and mapping information useful to you? 

• How is the crime analysis and mapping information useful to you? 

• How have the following products been useful to you: 

a. Monthly calls for service report 

b. Weekly map of crime in your beat 

c. Custom report request by you for a specific project 

• Give a specific example of when a crime analysis and mapping 

product/process was useful. 

These questions are primarily open-ended in order to allow for the respondents' opinions 

rather than obtaining a quantifiable answer. This information will be primarily anecdotal 

but nonetheless important as part of the impact evaluation. By obtaining this information 

from a large number of individuals, one may determine overall themes of usefulness of 

specific crime analysis and mapping products and of crime analysis and mapping 

information overall. 

However, a survey alone may not be the best methodology to measure the 

usefulness of crime analysis and mapping since those completing the survey may also 

need to be evaluated in terms of their ability to use the information, as usefulness depends 

on the capabilities of the user. If users do not know how to interpret the crime analysis 

and mapping information, it may be necessary to provide training about these 

products/processes, rather than trying to alter the products/processes. Thus, the second 

way in which to evaluate the utility of crime analysis and mapping products is to observe 

specific situations in which they are used. That is, conduct several case studies in which 

the circumstances are observed from the time of the request for information through how 

it is used for response or decision making to the outcomes of the response or decision. 

These particular results have to be taken conservatively since they are not 

systematically obtained and since crime analysis and mapping are only one of many 

factors that go into the problem solving and decision making processes. In reality, it 

may be impossible to follow each request of a crime analysis report or map from 

inception to outcome and impossible to directly observe its impact, but following a few 

such cases may provide important evaluation information if considered carefully. 

Satisfaction 

In general, the term satisfaction refers to the fulfillment of needs, expectations, 

wishes, or desires of an individual. In an evaluation of crime analysis and mapping, 

satisfaction refers to the opinions of individuals who use the information as to whether 

their needs, expectations, etc. have been met, just as law enforcement agencies measure 

citizen satisfaction with police services. Satisfaction measures are primarily collected 

after crime analysis and mapping have been implemented. They will not be collected as 

baseline measures in an agency that has not implemented crime analysis and mapping. 

This is because the fulfillment of needs and expectations cannot be measured before the 
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functions exist. However, it may be used as a baseline measure in an agency where 

crime analysis and mapping have already been implemented. 

 Satisfaction can be measured for both the process and the impact of crime 

analysis and mapping. Satisfaction measures of the process may include opinions about 

the process such as availability of crime analysis and mapping personnel, timeliness of 

product completion, and the quality of the products. Satisfaction measures of the impact 

include opinions about the usefulness of the crime analysis and mapping information. A 

crime analysis or mapping product may not be useful to its customer for reasons out of 

the control of the crime analysis and mapping capabilities, yet the customer may still be 

satisfied that the information was the best it could be in that situation. For instance, an 

individual requests a report concerning traffic citations for the past year, yet there are 

only six months of data available. In this situation, the person may be satisfied by a 

well-developed report even though it does not meet the original request. 

Satisfaction information from numerous individuals, such as officers, 

administrators, neighborhood groups, Internet users, etc. can be measured through a 

survey. The following are some examples of questions that might be used in a 

satisfaction survey: 

How satisfied are you with the following about crime analysis and mapping? Use 

the following answers for each statement: Very Satisfied, Satisfied, Somewhat 

Satisfied, Somewhat Unsatisfied, Unsatisfied, Very Unsatisfied, No Opinion. 

Satisfaction Measures of Process 

• The ability of the crime analysis and mapping personnel to produce 

reports in a timely manner. 

• The availability of crime analysis and mapping personnel. 

• The quality of the presentation/format of crime analysis and mapping 

products. 

• The quality of the content of crime analysis and mapping products. 

• The data sources utilized by crime analysis and mapping. 

• The technology utilized by crime analysis and mapping. 

• The way in which crime analysis and mapping products are disseminated. 

Satisfaction Measures of Impact 

• The usefulness of the crime analysis products in general. 

• The usefulness of (a specific product). 

• The impact of the crime analysis and mapping information on the 

effectiveness of your problem-solving project. 

• The impact of crime analysis and mapping on the agency’s commitment to 

community policing. 

It is essential to survey a large number of individuals from different ranks and functions 

in the agency so that extreme opinions do not skew the satisfaction measures and 

subsequently the results of the evaluation and so that reliable statistical results can be 

formulated from the data. 
33 

Summary 

This section has described the types of information that can be collected as part of 

an evaluation of crime analysis and mapping. It addresses measures of both the process 

and impact of crime analysis and mapping. For the sake of brevity, it has not described 

how that information may be analyzed. To reiterate, the nature of crime analysis and 

mapping is such that an impact evaluation is difficult. In essence, evaluating crime 

analysis and mapping in a law enforcement agency is not an exact science. However, the 

areas of evaluation suggested here provide an overall picture of both the process of 

conducting crime analysis such as personnel, technology, data sources, and products as 

well as the impact which includes measures of usefulness of the crime analysis and 

mapping products. Finally, a subjective measure of satisfaction can be used to 

supplement both the process and impact evaluation measures. 

On the following page is a list of the types of evaluation, the reasons for 

conducting an evaluation, and types of data to collect. It is included here to be used as a 

checklist for conducting an evaluation of crime analysis and mapping. 
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Evaluation Checklist 

The following is a list of information to be collected as part of collecting information for 

conducting an evaluation of crime analysis and mapping. The intent of this list is not to 

be an outline of the previous section, but to be used as a checklist during the process. 

! Selecting purpose and type of evaluation 

⌧ Type of Evaluation 

$ Process 

$ Impact 

⌧ Purpose of evaluation of crime analysis and mapping 

$ Provide an internal mechanism for monitoring the progress of the function and 

the individuals conducting crime analysis 

$ Assess the process and impact of crime analysis and mapping within the 

agency 

$ Compare crime analysis and mapping of one agency with crime analysis and 

mapping of other agencies 

$ Evaluate how a particular agency’s crime analysis and mapping function has 

contributed to the overall discipline of crime analysis and mapping. 

! Baseline and Evaluation Measures 

⌧ Comparative Information 

⌧ Baseline Measures 

⌧ Process Evaluation Measures 

$ Personnel 

$ Technology 

$ Data sources 

$ Products 

⌧ Impact Evaluation Measures 

$ Survey of opinions of usefulness 

$ Observation/case studies 

⌧ Measures of Satisfaction 

$ Satisfaction with process 

$ Satisfaction with effectiveness (impact) 
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V. Conclusion 

Crime analysis and mapping are becoming more common in law enforcement 

agencies, but agencies struggle with how they should implement and evaluate them. 

Oftentimes, a new individual is hired or an officer is reassigned and told to “implement 

crime analysis and/or mapping,” yet given little direction. The purpose of this document 

is to provide an outline of the implementation and evaluation processes as a starting point 

to gather information to complete these tasks. The content of the information and how it 

is used to implement and evaluate crime analysis and mapping will vary by agency since 

each agency exists in its own unique combination of political, demographic, and 

organizational characteristics.