Crime Analysis Unit Workload Study (From Comprehensive Evaluation of Phase One of the Virginia Beach, Virginia Police Department's Integrated Criminal Apprehension Program, P 201-211, 1980, by Wolfgang Pindur et al - See NCJ-73102)

• NCJ Number: 73108
• Author(s): W Pindur; V Fontenot
• Date Published: 1980
• Length: 7 pages
• Grant Number(s): 78-DF-AX-0195
• Sponsoring Agency: US Dept of Justice; Virginia Beach Division of Police
• Sale Source: National Institute of Justice/; NCJRS Photocopy Services
• Publication Type: Program/Project Evaluation
• Language: English
• Country: United States of America
• Note: NCJ-73108 is available on microfiche as NCJ-73102

Annotation

A workload study of the Crime Analysis Unit (CAU) of the Virginia Beach, Va., Police Department was conducted from January 2 through January 31, 1980, to assess the time devoted to various tasks and to determine if these tasks are related to fulfillment of the unit's goals.

Abstract

Analysts at each precinct were asked to fill out a time sheet for each work day. The unit's staff included three full-time analysts, three rotating patrolmen, and one officer working weekends. Because some patrolmen served on a rotating basis, each officer's ability could affect the time spent on various tasks. In addition, time sheets were not used for the new CAU secretaries, who assist the analysts in many CAU functions. The available data indicated that 27.7 percent of the analysts' time was spent on tasks dealing with the review of offense reports. Over one-fifth of the analysts' workload, however, consisted of such miscellaneous functions as changing maps, filling out travel vouchers, attending meetings, making telephone calls, giving directions to the secretary, working on problem areas, and doing errands. About one-sixth of analysts' time was used for review of field information. Thus, data indicated that 88 percent of the analysts' time is spent on tasks not directly related to crime analysis. It is concluded that tasks which others could perform more easily should not be the responsibility of the analysts. Several functions could be assigned to clerical personnel. Patrol officers should work in the CAU for at least 60 days to develop the skills necessary to help the analysts. It is also recommended that ways to reduce time spent by analysts on miscellaneous tasks be found and that time spent showing out-of-town visitors the CAU be carefully managed. Tables are included. This report is part of a larger evaluation of the department's Integrated Criminal Apprehension Program, which was designed to upgrade the patrol system, focus efforts on serious crimes and crimes committed by serious offenders, and increase citizen satisfaction with the department.