Mark Greenblatt, “A Numbers Game,” Investigative Reporters and Editors (IRE) Journal, March/April 2007 (reprinted in The Gambit Weekly).
We began by requesting the most detailed incident-level data available in Houston for every crime committed in the city throughout the last three years. Each crime record we received contained information on the offense date, an incident number, offense code, police beat, census tract, city, county, time of offense, day of week, premise code and the address of the crime. We received the information on nearly 450,000 crimes in a plain-text file, which we imported into Microsoft Access.
To search for trends, we honed in on the offense code assigned to each incident. The offense code is a numerical description of a specific kind of recorded crime. We had to use the police department’s data dictionary to decipher what each code really referred to because the records track several hundred different kinds of crime.
My first question is, why can’t citizens and research institutions in New Orleans have access to this kind of data to perform analysis, and to be alerted in a timely manner to emerging public safety concerns?
We’re working on jumping through the hoops, but the progress has been slow in approving a data-sharing agreement. Caution on the part of public officials may be warranted, but those public officials who are reluctant to cooperate with citizens in furnishing more information about crime need to realize that post-Katrina New Orleans is a different place, and there are different attitudes. Citizens are more impatient than ever with bureaucratic delays in rebuilding their neighborhoods into safer, more liveable communities.
The analysis Greenblatt performed may not be rocket science, but it does require some professional education or experience. For this sort of work to be done on a regular basis, not just for a journal article, but for internal law enforcement purposes, to stay on top of shifting or emerging crime patterns, requires a dedicated vision, and full-time paid professionals.
The technology and science of crime mapping and analysis has matured in the last several years, but the New Orleans hasn’t kept up with those changes. There are two primary issues which continue to hinder the New Orleans Police Department in performing rich analysis of the data it collects every day.
1) The City of New Orleans has no vision for recruiting and retaining skilled technology professionals.
The Civil Service job descriptions and pay scales (the last time I checked) are 30 years old for skilled computer programmers, and non-existent for Geographic Information Systems developers.
I would recommend that the city focus on creating a program to modernize the way it recruits, retains, and provides opportunities for ongoing training of, technology professionals. The city should stop contracting out services to private vendors who do shoddy work at a high price, but instead, provide a career path for a core team of professionals which rewards them for innovation and valuable services provided to the city. An important component of such a program would be a review system tied to bonuses and promotions. Equally important, there should be compensated opportunities for further education in classrooms and conferences.
Technology changes every six months. Government needs to acknowledge and adjust to that reality. Moreover, for the purpose of enhancing the capacity of the NOPD to perform data analysis and supply rank-and-file officers with technology services support, the city should recruit and retain technology professionals with skills and experience specific to law enforcement. There’s a lot to learn about the particulars of how law enforcement data systems work (or should work). Technology professionals are force multipliers who can increase the effectiveness of every boot on the ground in a department rapidly diminishing in numbers.
2) The city has an antiquated records management system, and has yet to migrate the NOPD off of a paper police report system.
The ability to write reports directly to a records management system will reduce the delay in getting crucial information into a database for analysis from days or weeks, to just hours.
The city did hire out a contractor to write an electronic police report application to be used on NOPD laptops, but it isn’t now being used. What might be (generously) described as inappropriate planning for reality, the contractor developed the application to be used on a broadband wireless network — which didn’t exist.
There are other solutions which could have been envisioned, like transferring data from laptop to database using a USB thumb drive. The Chief Technology Officer, Anthony Jones, says that the city has purchased 400 new laptops which are being outfitted with Sprint broadband wireless cards to upload electronic police report data. It’s a bold vision, but the strategy merits scrutiny.
The average cost of a wireless contract, taking into consideration a bulk discount, would be about $50 a month per card. That’s $20,000 a month, or $240,000 a year. Projecting that cost over ten years, the cost will be $2,400,000. And that’s just the first 400 laptops. Scrutinizing the investment doesn’t mean that the strategy isn’t justified by the need, or that the city can’t afford it, but there are questions which should be asked. Were there were other options available? How are these decisions made? Would investments in improving the EarthLink network produce a satisfactory solution? Could the city build on the street camera wireless network for the same price to develop hotspots where reports could be uploaded? Would other common destinations for patrol units make logical sense to build wireless hotspots, at the Orleans Parish Prison, for example, or NOPD District stations? Would a simpler, less-costly solution be just as effective, such as using USB thumb drives.
Moreover, is there a strategy being developed to get those police report records out of the city’s antiquated AS/400 mainframe, with query interfaces and reporting capabilities that commanders and detectives can use in a meaningful way to perform custom analyses? The present method of getting data out of the mainframe is to write a request, and then to wait weeks or months for an old IBM greensheet printout (one wonders if there are still suppliers of that old paper stock). Try doing an analysis for patterns using a cumbersome paper printout sometime to see how impaired the NOPD is. This has got to change.
There are other areas where improvements need to be made. The NOPD data systems need to be integrated into one seamless whole with the Clerk of Court data systems, and Orleans Parish Criminal Sheriff data systems, as well as other data systems of other law enforcement agencies in the metropolitan New Orleans area. Until these data system are more closely integrated, a complete picture of who the most violent repeat offenders are can’t be completed. There is quite a bit of talk between agencies to integrate, and citizens should feel optimistic that law enforcement agencies are moving in that direction, but there needs to be more public information provided about precisely what sort of planning and implementation is being considered.
In order to modernize it’s technological capabilities, the city needs to have decision makers on staff who understand technology, and who develop plans to take advantage of new technological opportunities. There’s always a cost-benefit analysis that should be performed, and budgetary constraints, but on balance, the technological investments based upon sound strategies and open planning processes will produce positive returns.
And once again — bringing this narrative around full circle — a vital component of a technological modernization strategy should be a public policy modernization strategy, to produce greater transparency, both in the decision-making process, and in furnishing records to citizens, to not only generate public confidence, but also, to create opportunities to foster innovation, ideas, research, and hopefully, solutions which will help in creating a better, safer city.
New Orleans needs a mission-to-the-moon strategy to modernize the way government functions. It doesn’t have to be rocket science. It just requires common sense, an awareness of how public attitudes in New Orleans have changed, and an understanding of how the world is changing technologically.