--- title: "Burglary of Motor Vehicle" type: "pdf" year: "2009" canonical: "/projects/140" --- # Arlington Police Department Mail Stop: 04-0200 620 West Division Street Post Office Box 1065 Arlington TX 76004-1065 (817) 459-5600 CALEA Accredited 1989 Theron L. Bowman, Ph.D., Police Chief May 29, 2009 Rob T. Guerette, Ph.D. School of Criminal Justice Florida International University University Park, PCA 366B 11200 S.W. $8^{\text {th }}$ Street Miami, FL 33199 Dear Dr. Guerette: Please accept the enclosed nomination of the Arlington Police Department's "BMV Detail" (Burglary of Motor Vehicle) project for the 2009 Herman Goldstein Award. This comprehensive plan is effectively addressing a complex issue related to property crimes of opportunity in the heart of Arlington's growing tourism industry. The goals of the detail were to create sustainable partnerships thus developing and implementing strategies to address an increasing crime that has become a nuisance and was financially impacting victims who were visiting our city. After receiving numerous complaints regarding the problems of repeat break-ins along an area of restaurants referred to as restaurant row, I empowered my staff and offered the necessary resources. Deputy Chief Jaime J. Ayala and Deputy Chief Jennifer White developed and implemented a comprehensive problem-solving initiative. This collaborative effort involved the teamwork and assistance of several police department units, other city departments and various community resources. Because community policing is our cornerstone philosophy, Arlington officers pride themselves on their abilities to identify and solve problems. All Arlington officers and supervisors have been trained in problem-oriented policing and problem-solving techniques, either as part of their basic training or during ongoing training efforts. While additional incentives were not provided for working on this project, our performance appraisal system evaluates an officer's ability to utilize problem solving. Additionally, our Field Operations Manual supported the problem-solving process through the application of the SARA model. A review of other police department efforts was performed in order to learn what has worked and what could be improved to sustain a positive outcome. The Arlington Police Department strengthened partnerships and aligned existing resources to address the issues. The City of Arlington’s Entertainment District will continue to benefit greatly due to the success of the “BMV Detail”. Persons interested in additional information on this project may contact: Deputy Chief Jaime Ayala jaime.ayala@arlingtontx.gov Arlington Police Department P.O. Box 1065 Arlington, Texas 76004-1065 817-459-5621 Deputy Chief Jennifer White jennifer.white@arlingtontx.gov Arlington Police Department P.O. Box 1065 Arlington, Texas 76004-1065 817-459-6464 We are honored to submit this deserving nomination for such a prestigious award. Please feel free to contact Deputy Chief Ayala or Deputy Chief White with any questions. Sincerely, Police Chief ![img-0.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/09-37/img-0.jpeg) # Table of Contents - [Arlington Police Department](#arlington-police-department) - [ARLINGTON POLICE DEPARTMENT](#arlington-police-department) - [Burglary of Motor Vehicle (BMV) Detail](#burglary-of-motor-vehicle-bmv-detail) - [SCANNING](#scanning) - [LOCATION](#location) - [OFFENDERS](#offenders) - [VICTIMS](#victims) - [THE PROBLEM](#the-problem) - [RESPONSE](#response) - [Burglary of Motor Vehicle Detail](#burglary-of-motor-vehicle-detail) - [Community Involvement](#community-involvement) - [Effecting the Location - Business Responsibility/ Super Controllers](#effecting-the-location-business-responsibility-super-controllers) - [Community Education and Pressure](#community-education-and-pressure) - [Force Multipliers and Education](#force-multipliers-and-education) - [Decoy Cars](#decoy-cars) - [Bait Vehicle](#bait-vehicle) - [Intelligence-Led Policing](#intelligence-led-policing) - [ASSESSMENT](#assessment) - [APPENDIX A: Tables](#appendix-a-tables) - [APPENDIX C: Charts](#appendix-c-charts) - [APPENDIX D: Newsletters](#appendix-d-newsletters) - [Arlington Police News](#arlington-police-news) - [APD'S VISION](#apds-vision) - [APD'S VALUES](#apds-values) - [UPCOMING MEETINGS](#upcoming-meetings) - [North Arlington Progresses](#north-arlington-progresses) - [North: Top 10 Business BMV Locations](#north-top-10-business-bmv-locations) - [APD Needs Your Help in Reducing These Offenses](#apd-needs-your-help-in-reducing-these-offenses) - [Arlington Police News](#arlington-police-news) - [APD'S VISION](#apds-vision) - [APD'S VALUES](#apds-values) - [UPCOMING MEETINGS](#upcoming-meetings) - [North Arlington Progresses](#north-arlington-progresses) - [North: Top 10 Business BMV Locations](#north-top-10-business-bmv-locations) - [APD Needs Your Help in Reducing These Offenses](#apd-needs-your-help-in-reducing-these-offenses) - [APPENDIX E: BMV Report Card](#appendix-e-bmv-report-card) # ARLINGTON POLICE DEPARTMENT ## Burglary of Motor Vehicle (BMV) Detail Theron L. Bowman, Ph.D.Police Chief Jaime Ayala, Deputy ChiefJennifer White, Deputy ChiefJacqueline Zee, Crime \& Intelligence Analyst Submission: 2009 Herman Goldstein Award for Excellence in Problem-Oriented Policing | SCANNING | Citizens and tourists visiting the heart of Arlington’s growing Entertainment District were being victimized by vehicle burglars who were stealing an assortment of electronics and personal items. The problem was complex due to victims contributing to the problem by leaving valuable items in plain view for these opportunistic burglars to shop and strike. Business operators were not being proactive in deterring or preventing these offenses. The crime triangle was evident with all three sides represented. | | --- | --- | | ANALYSIS | The historical approach to vehicle burglaries was failing, with these offenses rapidly increasing. Therefore, a complete analysis was conducted to understand not only when and where these offenses were being committed, but to identify other contributing factors. In addition, we identified key stakeholders and physical attributes of the area that could be important components of a solution. | | RESPONSE | Traditional and non-traditional strategies were employed to attack the problem. In order to create substantial and sustainable results, a detail was developed which focused specific resources considering the crime triangle as well as involved business operators at each of the targeted locations. The use of controllers and super controllers was an emphasis in operator accountability. There were specific goals, performance measures and a plan for sustaining the project. | | ASSESSMENT | The performance of the plan was evaluated in department wide meetings in July and November of 2008. An analysis of the data was conducted monthly in order to verify or adjust response methods. Secret shopper visits were conducted at some of the businesses to verify cooperation in the greeting initiative. In the first three months of the operation, a 70% reduction in vehicle burglaries was achieved. Upon the detail’s completion, there was a 45% reduction in vehicle burglaries. | # SCANNING Arlington's Entertainment District continues to grow its tourism industry adding venues such as the new Cowboys Stadium, which opened in June 2009, to its already thriving destination which includes the Texas Rangers baseball club, Six Flags over Texas Amusement Park and Six Flags Hurricane Harbor Water Park. The area attracts criminals who commit crimes of opportunity such as Burglary of Motor Vehicles (BMV). Burglary of motor vehicles in the entertainment district had become a serious repeat criminal issue. The problem was readily identified through routine review of Part I UCR crime data that was being evaluated on a daily, weekly and bi-weekly basis. Police officers and supervisors as well as residents, visitors, business owners, business managers, and city officials all recognized and identified the vehicle burglary problem as being a complex problematic issue not only in the city, but in particular, the growing restaurant row area in the thriving entertainment district. Residents, visitors and tourists who patronized the area routinely found their vehicles breached and valuables missing after shopping, exercising, or dining. The increase in BMV offenses meant a poor performance report for the police department and the city. The offenses were driving the increase of Part I UCR data in the Theft category. Moreover, business leaders and council members were frequently receiving complaints from their constituents about vehicles being burglarized. The problem was accelerating to the point of jeopardizing the success of area businesses. ## LOCATION Routine data analysis identified an area roughly bound by Center St on the west (including LA fitness on the West side of the road), Copeland Rd (IH 30 service road) on the North, SH 360 on the East and Road to Six Flags on the South. This area showed significant hot spots and patterns. See Map 1. A high density of vehicles allowed for a large victim pool and suspects to transverse the area with relative anonymity. The area also had convenient ingress and egress with proximity to major thoroughfares and highways. Businesses in the area included retail shopping centers, bookstores, restaurants, and fitness centers. A more in-depth analysis was needed to determine the specific locations in the area that were most often targeted, which locations contributed to the overall problem and items most frequently stolen. # OFFENDERS Offenders had almost endless targets with hundreds of vehicles in the area. Moreover, the offense often took less than a minute to perpetrate. Offenders were able to force entry into vehicles without detection of the police, passersby's or owner/operators. Evidence of the crime was often nonexistent. Offenders were able to access vehicles and remove items from seats and floorboards without leaving fingerprints or any other evidence. In the rare case where an offender was apprehended, punishment was minimal. Statutorily in Texas, the crime of burglary of a motor vehicle is a misdemeanor carrying a maximum fine not to exceed $\$ 4,000$ and/or confinement in jail for a term not to exceed one year. In practice, even if apprehended, suspects made bond quickly and, once convicted, faced terms of 30 to 180 days. ## VICTIMS The victims were local residents and tourists/visitors who patronized the businesses as well as employees of the businesses. Nearly all, without exception, the victims left items of value in plain view - laptops, purses, briefcases, GPS units, etc. Due to the transient nature of most of these victims; education efforts would need to be focused on immediate alteration of victim behavior. Employees posed less of a challenge and education efforts directed at them could be beneficial and contagious. Finally, the victims expressed frustration to owner/operators as well as the police department for their victimization. # THE PROBLEM The problem was identified as high priority and would need resources to employ a number of traditional and non-traditional methods to attack all three sides to what was found to be the perfect Crime Triangle. It was believed that those in charge of the premises were contributing to the problem by inaction and a strategy to involve controllers and super controllers would need to be developed. Dramatically reducing the BMV problem could create significant positive changes in the city's UCR Part I data, create satisfied owner/operators, enhance the tourism experience for visitors thereby creating a more profitable industry for the city, and provide excellent police service to the community. It was clear by scanning the BMV problem that the police department could not reduce the problem by enforcement alone. Victims were endless, locations provided the perfect target-rich environment, and even in the rare case a suspect was arrested, penalties were neither swift, certain, or severe. The scanning and initial analysis indicated that victims, locations and offenders must be impacted in order to achieve a significant reduction in these offenses and improve the quality of life in the area. The crime analysis unit and observations from beat officers were utilized to assess the high BMV area. Multiple queries were run from the police department's records management system, pulling all reported vehicle burglaries in the problem area during the specified time frames. Microsoft Excel and Access were used to clean and analyze the data, while ArcGIS was used to map the offenses. In order to better understand the problem, we needed to gather situational information such as time and location of occurrences. From this quantitative analysis, we were able to put the scope and seriousness of the BMV problem in an appropriate context and provide evidence that this problem justified special attention by the police and community. We also contacted the local business owners and met with many of them face-to-face to openly discuss these BMVs in order to tackle the problem from all angles. The purpose of this section is to provide an analysis of vehicle burglaries that are occurring at businesses in two specific target areas encompassing Copeland Rd and Watson Rd, which include police reporting areas (PRAs): 113, 114, 117, 150, 161A, and 162 . First examined was the number of vehicle burglaries that had been reported in the five months prior to the BMV Detail operation. As one can see from Table 1, January to April had relatively the same level of BMVs occurring. However, in May a sharp increase was noticed when compared to the same time frame last year. In May 2008, there were 71 BMVs reported, which was 25 more BMVs or a $54 \%$ increase, than May 2007 in the same area. Next examined was the number of vehicle burglaries by PRA to identify where these BMVs were occurring. Significant increases were noticed in PRAs 114 and 150, with PRA 114 experiencing a 300\% increase and PRA 150 experiencing a 70\% increase. See Table 2. The vehicle burglaries by businesses that were being targeted were then examined. The locations experiencing significant BMV's were: Humperdinks, LA Fitness, Pappadeaux's, Palominos, and Steak \& Ale. See Table 5. With a 28\% increase over last year at the same businesses, it was apparent that a collaborative plan was needed. See Appendix B for graduated symbol maps, with the larger circles indicating where more BMVs occurred, i.e. high repeat locations. See Maps 2 and 3. In order to effectively deploy the BMV Detail officers, it required the days and times during the five months before the operation was implemented be examined in order to best determine the peak times of when these BMVs were occurring. See Appendix C Charts 1 and 2. With the vast majority of businesses in the operation area being restaurants, it was little surprise that BMVs were occurring during the lunch (1100-1400 hours) and dinner (1700-2000 hours). The peak days that BMVs were occurring were Tuesday through Saturdays. Consideration was given to the outcome of displacement and it was determined that displacement would be a success. This was determined based on a statement from Dr. Herman Goldstein while speaking in Arlington, Texas (2008). Dr. Goldstein commented that when displacement occurs the rate of which a crime is committed decreases. # RESPONSE Based upon the analysis it was determined that there were a core group of businesses (primarily restaurants and two fitness centers as well as one large shopping area) that drove the BMV problem within the area. Furthermore, it led the district to focus on affecting those locations and the potential victims and suspects at those locations. The goal was to have long-term significant reduction in offenses, not only at those locations, but also within the district and its periphery. Considerations for the response existed with business and citizen groups, available police resources including traffic enforcement operations to saturate the area during peak times, force multipliers and equipment, and educational material. In addition, previous efforts were examined. Within the past five years, efforts to address the problem primarily included education efforts and periodic surveillance operations. One education effort directed towards the patrons was developing a large metal sign that businesses could post stating, "Lock, Take, Hide." ![img-1.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/09-37/img-1.jpeg) Businesses purchased the signs and posted them througout their parking lots in an effort to change victim behavior. In addition, the BMV detail utilized a "vehicle burglary report card" (BMV Report Card) throughout the target area. Report cards were placed on vehicles with a pass/no pass rating. See Appendix E. With the knowledge of previous efforts and of what the analysis was indicating the North District Commander decided to reassign four of the district's patrol workload officers to focus solely on vehicle burglaries as a complex issue at the target locations. The officers were removed from patrol staffing and not available to answer calls for service. The four were chosen for their productivity and skills displayed while on patrol and for their willingness to work the project with flexible hours and days off. The district crime analyst was assigned the task of continued analysis to make efficient deployment and redeployment decisions. The BMV detail officers were coached on tourism-oriented policing and efforts necessary to be visible at all times, helpful to businesses and tourists/visitors as well as enforce all laws appropriately and when ultimately necessary. # Burglary of Motor Vehicle Detail The reassignment of personnel was the only "cost" associated with the project and was considered "soft money". Existing community and business groups volunteered their time assist, including: Action North Community Group, Arlington Police Department Explorers, and the North Arlington Business Council. Existing force multipliers and educational media caused no budget impact to this project. Throughout the project, the detailed officers were required to change hours according to the information in the intelligence and analysis. The three officers assigned to the detail performed in an exemplary manner with a personal tenacity to reduce the offenses and become ambassadors for the city. Everyday they reviewed calls for service for previous days or days off. They maintained regular contact with the managers and employees at problem locations. They gathered intelligence from the locations and continually made suggestions to managers on how they could take responsibility for the problem, hence opening lines of communication. They provided non-sensitive information to the locations in regards to suspect vehicle descriptions and offenses occurring in the area. Moreover, they contacted detectives regularly to share information and disseminated intelligence to the crime analyst and patrol briefings. Using the information devised they conducted surveillance on known offenders' residences and made routine contacts with them in order to magnify our commitment to preventing these offenses. They interacted regularly with the known BMV suspects and took maximum enforcement against them and their associates when possible. # Community Involvement As stated, there had been interest and concern expressed by various citizens and community groups. One business group, North Arlington Business Council, expressed concern that vehicle burglaries occurring in business parking lots were becoming a nuisance. The groups concerns initially expressed frustrations toward the problem and their belief that it was a problem that solely the police department was responsible for fixing. The district commander attended and monthly addressed the North Arlington Business Council with updated crime issues. The commander explained the problem, described the analysis including the financial loss to victims. Specific recommendations were suggested on a course of action to be taken by owner/operators but most importantly by the NABC towards businesses refusing to secure their premises. Suggestions included: - Employees patrolling the perimeter and reporting suspicious activity - Complete vehicle burglary report cards - Hire uniformed security for visible patrols - Improve landscaping or lighting based on Crime Prevention Through Environmental Design - And in the case of restaurateurs - incorporate a greeting that advised guests not to leave possessions of value in their vehicles During the meeting it was made clear that the police department was not going to accept sole responsibility for the problem but was wholly committed to partnering with them in combating the problem. The District Commander regularly published a quarterly newsletter and during this BMV detail identified the top ten locations for BMV offenses. This newsletter was published through Crime Web as well as on the police website. The list drew attention and it was learned that popular destinations did not want to be identified on such a negative publication. Buy-in and understanding were not always quick to occur. More than one location was resistant to recommendations and shifted the blame on corporate decisionmaking. However, the NABC president was the general manager for a large shopping center in the target area. She communicated with the District Commander advising she was willing to partner to drop off the list and ultimately led by example by quickly implementing recommendations. Maintenance workers were placed on the roof of the shopping center to conduct surveillance of the parking lots and report suspicious activity to 911 or the BMV detail officers. Additionally, they patrolled on foot and in a golf cart. The BMV detail officers communicated with them on a daily basis. In one situation, the worker obtained a license plate of a suspect vehicle that provided the needed investigative lead. Finally, Police Explorers and Community Watch group members passed out vehicle burglary report cards on the property. The president reported results of the combined efforts to the NABC. She became a mentor to other properties and became an ambassador sharing the police department's message with constituents. Police were allowed to give businesses experiencing burglary of motor vehicle problems her contact information and an invitation to attend the North Arlington Business Council monthly meeting. Moreover, she and the council provided positive peer pressure on businesses that were not taking responsibility for their locations. Those businesses were quick to be seen as problems by their peers. Any vehicle burglary problem in the area was seen as a detractor to all businesses in the area. Members of the NABC visited problem locations on the top 10 list and made personal observations and sometimes commented to staff voicing concern with the crime on property. # Effecting the Location - Business Responsibility/ Super Controllers After the locations with the most offenses were identified, officers, beat sergeants, and members of command staff held meetings with managers of the locations to discuss the status of their locations which had an inordinate number of offenses and to share with them their expected role. The problem was clearly described and recommendations were made to abate the problem. Various meetings were held with the following suggestions: - A host/hostess greets every patron upon entry and request for a table. The greeting should remind the guest to retrieve valuables from their vehicles or hide/secure them. It was suggested that the waiter/waitress affirm the greeting upon meeting the guests. - Security Survey's were offered and sometimes conducted recommending Crime Control Through Environmental Design information. For example, at one fitness center, recommendations were made to re-design some hedges and/or specific low visibility parking spaces. - Purchase "LOCK, TAKE HIDE" signs and post in conspicuous places in their lots. - Hire visible security to patrol perimeter/lots. - If locations did not hire private security, we recommended employees walk or conduct surveillance and report suspicious activity to 911. - Locations that choose to monitor their lots themselves or hire security were provided current and updated information on offense dates, times, and locations. - Managers or employees to complete Burglary of Motor Vehicle Report Cards. An example was provided without the Arlington Police Department logo. During some meetings with non-cooperating managers, they were advised that the police district commander was considering sending letters to victims of crimes informing them of the measures being taken by the police department to prevent their victimization. This letter would also advise victims on the police department's recommendations to the establishment where their offense occurred. It would then advise the victims whether or not or to what extent the establishment had implemented any recommendations made by the police department. Moreover, during these meetings the police department representatives advised managers/owners that they would consider contacting their premise liability insurer to advise them of the concerns that the police department had and the existence of repeat criminal offenses (Dr. John Eck and Rana Sampson, POP Conference, 2008). Another consideration explained, was placing a "High Crime" sign in a highly visible location around their property warning guests of the repeat criminal activity. Management did not understand how the police could act on this but past performance on the strategy and its effectiveness was shared. Finally, as a persuasive method, the District Commander published the top 10 locations within the north district where BMV offenses occurred in his quarterly newsletter. The newsletter was sent to all community and business groups in the district and posted on our crime web. Businesses were informed of this and were told that the next step being considered was to post the top 10 BMV locations on our police department website home page. See Appendix D. # Community Education and Pressure In addition to working with the North Arlington Business Council, the Action North citizens group was also informed of the problem. The group primarily consisted of residents in the north district. They were united by concerns of crime and economic development and held frequent meetings on those topics. Several members had been victims of vehicle burglaries in the area. A meeting was held to explain the problem, outline what action were in place, and to seek their input and support. Several members expressed a desire to assist. They mobilized to put pressure on the businesses to follow the police department's recommendations and take responsibility for activity on their property. As customers, they had unique standing and an effective message to managers and owners. # Force Multipliers and Education Several items were in possession of the police department, other city departments, or task forces in which the department could capitalize on without any additional expense. Those items were identified and deployed based upon the analysis of hot spots. Dynamic Messaging Board Dynamic message boards belonging to both the police department and the city's traffic department were utilized to target potential victims. Messages on the board included: Take your keys, lock you car, hide valuables. The boards were placed in or adjacent to parking lots at targeted locations. The purpose was to provide immediate education to the patrons and cause an immediate effect on their behavior. ## Decoy Cars Older patrol units in the police district were used in a decoy capacity in target locations. The vehicles were parked in a manner to make one believe that they were occupied and conducting surveillance in the parking lot. Periodically, officers would conduct directed patrols and park in the same area to bolster the effectiveness of the decoy cars. ## Bait Vehicle The police department auto theft investigative unit had a partnership with the Tarrant County Auto Theft Task Force who allocated bait vehicles to the police department. The bait vehicles were loaded with surveillance cameras to record suspects, GPS locators to track the vehicles, engine disabling devices, and lock control mechanisms. The vehicles were designed to catch auto theft suspects. However, they were utilized during this project to attempt to catch vehicle burglary suspects. Bait items such as laptops, purses, and GPS devices were placed in the vehicles in plain view. # Intelligence-Led Policing Constant analysis and information sharing occurred between officers assigned to the BMV detail, north geographic detectives, patrol officers, and the district crime analyst. The information disseminated and shared included a listing of the most active burglary of vehicle suspects (as determined by arrests and pawn histories). A top 15 suspect list was created and included the offender's photo, associated vehicles and suspect's home address. A GPS tracker used by the department's auto theft unit was used to track some of our suspected active vehicle burglary suspects. Detail officers were given the device and placed it on suspect vehicles. The project area was electronically defined as the boundaries in which if the tracker entered, detail officers would be paged. Officers could be on the lookout for the vehicle and conduct traffic stops and or make arrests. Suspect vehicle descriptions were also disseminated to managers at the target locations, so that they could target their premise security efforts and call 911 or the BMV detail officers when they observed suspect vehicles in the area. The department's pawn detective ran routine checks on known vehicle burglary suspects to determine what and if they were actively pawning. In addition, he continually examined vehicle burglary reports to locate property taken in vehicle burglaries. Deployment dates and times were changed throughout the project to alter coverage during offense times. Initial deployment was 1100-2100 hours, Tuesday through Friday. However, several times during the project, Saturday contained peak vehicle burglary times. Therefore, officers assigned to the detail had their shift assignments changed to accommodate what the analysis was indicating. The detail also had a traffic component where traffic enforcement units were requested to perform traffic details along the target area. The visibility of marked police units flashing emergency lights during traffic contacts provided a larger deterrent in criminal activity. The traffic enforcement officers were also briefed on current intelligence and analysis. The BMV detail officers' total activity was as follows: | Citations | 321 | | :-- | --: | | Arrests | 44 | | Field Intelligence Cards | 28 | | Insurance Tows | 39 | | Criminal Trespass Warnings | 6 | | Community Contacts | 207 | | Foot Patrols | 218 | # ASSESSMENT The purpose of this section is to provide an assessment regarding the Vehicle Burglary (BMV) Details that aimed at reducing the occurrence of BMVs at businesses in two specific target areas encompassing Copeland Rd and Watson Rd, which included police reporting areas (PRAs): 113, 114, 117, 150, 161A, and 162. Business checks indicated that cooperating businesses were in fact providing perimeter patrols with employees such as the brew master at a restaurant pub who watched the parking lot with binoculars from the second floor reporting suspicious activity to 911. A fitness center hired a security person in the parking lot during peak work out activity. Finally, we sent secret shoppers in to find that the greeting initiative by host/hostesses and wait staff was being used in at least three cooperating restaurants. It is evident that the total response produced a significant reduction in vehicle burglaries in the target area, which was the intended positive impact on the problem. Looking at the seven months (June to December) in 2007 and comparing them to 2008, this assessment period seems to establish that the effect is real and could be sustained. The progress of the operation was assessed throughout the seven month period. Similar to the analysis stage, the number of vehicle burglaries that were occurring was examined. As one can see from the Table 3, it is evident that there were extreme decreases in the initial months of the detail. In June, there was an $83 \%$ decrease, with only 6 BMVs occurring in the operation area! In July, there was a $60 \%$ decrease and in August a $66 \%$ decrease. Over the first 3 months (June-August), BMVs decreased 70\% going from 123 to only 38 offenses. During the course of the entire detail, we had cut our BMVs almost in half, by $45 \%$, compared to the previous year. During our analysis phase, it was noticed that PRAs 114 and 150 were the main drivers for BMVs. However, this trend was turned around after resources were allocated in these "hot" areas according to the crime analysis completed prior to the start of the BMV Detail. In Table 4, one can see that both of these PRAs experienced dramatic decreases, with PRA 114 BMVs decreasing $71 \%$ and PRA 150 decreasing 57\%. Unlike Chart 1, which covered the pre-BMV Detail timeframe (January-May 2008), it is seen in Chart 3 that the days and times were now largely dispersed. With the exception of one peak time, the mass clusters of peak times had been dissipated, with the maximum occurrence range decreasing from 8-10 BMVs to 4-5 BMVs. From June to December 2008, the reported value of stolen articles in these BMVs totaled $\$ 127,701$ and the value of reported damaged items (such as vehicle windows or doors) totaled \$9,531. From June to December 2007, the reported value of stolen articles totaled $\$ 229,125$ and the reported value of damaged items totaled $\$ 8,745$. This difference of $\$ 101,424$ represents a $44 \%$ decrease in the reported valued amount of stolen items, which indicates a substantial decrease in reported victims' losses during the BMV detail compared to the same time frame in the previous year. With 115 vehicle burglaries from June to December 2008, each BMV cost the victim an average of $\$ 1,193$, compared to the previous time frame, where each of the 209 BMVs had an average cost of $\$ 1,138$. It should be noted that the value field of the BMV offense reports for stolen or damaged articles is often left empty. Victims also often overvalue their items. We based our assessment on the available data to develop a best estimate as to the activity that is taking place. Finally, displacement effects were considered by examining the total number of vehicle burglaries in the two beats encompassing the BMV Detail area. As one can see from Chart 4, the decreases were consistent across the board. The chart illustrates the number of BMVs over the last four years during the specified BMV Detail timeframe, from June $16^{\text {th }}$ to January $11^{\text {th }}$. Using trend analysis over the past five years, the expected normal value of BMVs was 636. This is 187 more offenses and victims than had actually occurred. This tremendous decrease is attributed, in large part, to the BMV Detail. Problems encountered during the project were minimal. There was one problem with one of the personnel selected for the detail. When he was unable to flex his work hours as needed, he was returned to patrol leaving the detail with 3 officers. Personnel selected for the detail proved to be vital to its success. Although the response proved to be effective at meeting the goals, it is unknown how or to what degree following through with some of the action items discussed with business owners and managers could have affected the results or impact the duration of the effectiveness. Letters were not mailed to victims of crimes as listed to businesses as the next step as business managers and owners were following recommendations and taking responsibility for the problem. Moreover, the top 10 locations were not posted on the front page of the police website. They continued to be published in the District Commanders quarterly newsletter as the top 5. The three officers assigned to the detail returned to their patrol functions on January 12, 2009. The date coincided with the new patrol bid. Continued analysis of BMVs in the area and at target locations will need to be conducted to ensure the problem does not return. If so, the detail may need to be reinstated or tactics not tried (letters to victims, posting top locations on internet) may need to be implemented. # APPENDIX A: Tables Table 1. Number of Vehicle Burglaries by Month (January-May) | Month | $\mathbf{2 0 0 8}$ | $\mathbf{2 0 0 7}$ | | :-- | --: | --: | | Jan | 37 | 35 | | Feb | 36 | 28 | | Mar | 55 | 40 | | Apr | 49 | 45 | | May | 71 | 46 | | TOTAL | $\mathbf{2 4 8}$ | $\mathbf{1 9 4}$ | Table 2. Number of Vehicle Burglaries by PRA (January-May) | PRA | $\mathbf{2 0 0 8}$ | $\mathbf{2 0 0 7}$ | | :-- | --: | --: | | 113 | 21 | 31 | | 114 | 60 | 15 | | 117 | 2 | 4 | | 150 | 78 | 46 | | 162 | 87 | 99 | | TOTAL | $\mathbf{2 4 8}$ | $\mathbf{1 9 5}$ | Table 3. Number of Vehicle Burglaries by Month (June-December) | Month | $\mathbf{2 0 0 8}$ | $\mathbf{2 0 0 7}$ | | :-- | --: | --: | | Jun | 6 | 35 | | Jul | 14 | 35 | | Aug | 18 | 53 | | Sep | 32 | 21 | | Oct | 25 | 29 | | Nov | 15 | 26 | | Dec | 5 | 10 | | TOTAL | $\mathbf{1 1 5}$ | $\mathbf{2 0 9}$ | Table 4. Number of Vehicle Burglaries by PRA (June-December) | PRA | $\mathbf{2 0 0 8}$ | $\mathbf{2 0 0 7}$ | | :-- | --: | --: | | 113 | 24 | 22 | | 114 | 8 | 28 | | 117 | 0 | 0 | | 150 | 30 | 70 | | 162 | 53 | 89 | | TOTAL | $\mathbf{1 1 5}$ | $\mathbf{2 0 9}$ | Table 5. Number of Vehicle Burglaries by Business (January-May) | Business | $\mathbf{2 0 0 8}$ | $\mathbf{2 0 0 7}$ | | :-- | --: | --: | | Barnes \& Noble / Chili's | 11 | 11 | | Baymont Inn \& Suites | 4 | 7 | | Bennigan's | 5 | 3 | | Best Buy | 12 | 5 | | Black-Eyed Pea | 8 | 0 | | Cheddars | 0 | 6 | | Chick-Fil-A | 1 | 1 | | Colter's Bar-B-Q | 1 | 0 | | Courtyard by Marriott | 5 | 5 | | Home Depot | 3 | 3 | | Homewood Suites | 4 | 8 | | Hooters | 3 | 3 | | Humperdinks | 34 | 28 | | Joe's Crab Shack | 3 | 4 | | LA Fitness | 18 | 13 | | La Quinta | 3 | 9 | | Lincoln Square | 13 | 9 | | Palominos | 15 | 12 | | Panera Bread | 5 | 0 | | Pappadeaux's | 17 | 12 | | Pappsitos | 0 | 15 | | Red, Hot and Blue | 1 | 0 | | Sherlocks | 8 | 2 | | Sleep Inn | 4 | 5 | | Souper Salad / Sushi Zone | 11 | 4 | | Steak \& Ale | 18 | 21 | | Swamp Daddy's | 5 | 1 | | TGI Friday's | 14 | 2 | | Wing House | 10 | 0 | | YMCA | 12 | 5 | | TOTAL | $\mathbf{2 4 8}$ | $\mathbf{1 9 4}$ | Table 6. Number of Vehicle Burglaries by Business (June-December) | Business | $\mathbf{2 0 0 8}$ | $\mathbf{2 0 0 7}$ | | :-- | --: | --: | | Barnes \& Noble / Chili's | 5 | 12 | | Baymont Inn \& Suites | 4 | 11 | | Bennigans | 0 | 1 | | Best Buy | 0 | 4 | | Black Eyed Pea | 2 | 0 | | Cheddars | 0 | 8 | | Courtyard by Marriott | 0 | 10 | | Denny's | 5 | 4 | | Home Depot | 3 | 2 | | Homewood Suites | 1 | 4 | | Hooters | 5 | 2 | | Humperdinks | 27 | 27 | | Joe's Crab Shack | 1 | 7 | | LA Fitness | 21 | 19 | | La Quinta | 4 | 1 | | Lincoln Square | 1 | 8 | | Palaminos | 9 | 23 | | Panera Bread | 2 | 0 | | Pappadeaux's | 12 | 13 | | Pappsitos | 0 | 2 | | Ranger Inn | 0 | 1 | | Sherlock's | 1 | 8 | | Sleep Inn | 3 | 1 | | Steak \& Ale | 0 | 8 | | Sushi Zone / Souper Salad | 0 | 8 | | Swamp Daddy's | 1 | 0 | | TGI Friday's | 3 | 8 | | Wing House | 3 | 3 | | YMCA | 2 | 14 | | TOTAL | $\mathbf{1 1 5}$ | $\mathbf{2 0 9}$ | APPENDIX B: Maps Map 1: City of Arlington Police Districts \& BMV Detail Area ![img-2.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/09-37/img-2.jpeg) Map 2. Number of Vehicle Burglaries at Businesses between January-May 2008 ![img-3.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/09-37/img-3.jpeg) Map 3. Number of Vehicle Burglaries at Businesses between January-May 2007 ![img-4.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/09-37/img-4.jpeg) Map 4. Number of Vehicle Burglaries at Businesses between June-December 2008 ![img-5.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/09-37/img-5.jpeg) Map 5. Number of Vehicle Burglaries at Businesses between June-December 2007 ![img-6.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/09-37/img-6.jpeg) # APPENDIX C: Charts Chart 1. Peak Days/Times of Vehicle Burglaries between January-May 2008 ![img-7.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/09-37/img-7.jpeg) Chart 2. Peak Days/Times of Vehicle Burglaries between January-May 2007 ![img-8.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/09-37/img-8.jpeg) Chart 3. Peak Days/Times of Vehicle Burglaries between June-December 2008 ![img-9.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/09-37/img-9.jpeg) Chart 4: Four-Year Trend of Vehicle Burglaries in the greater BMV Detail area ![img-10.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/09-37/img-10.jpeg) # APPENDIX D: Newsletters # Arlington Police News Vol. 3, Issue 1 Partnering with You to Build a Safer Community ## APD'S VISION To achieve a safer community by providing excellent service and involving our community as partners. ## APD'S VALUES * Service * Leadership * Integrity *Accountability * Respect * Teamwork * Education * Innovation * Diversity ## UPCOMING MEETINGS - North District Community Watch Coordinators Meeting, 6-8 pm, Tuesday, May 6, Ott Cribbs Public Safety Building, First Floor Conference Room, 620 W. Division St. More info: Officer Doug Glotfelty, (817) 459-5787. - Clover Hill Apartments first Community Watch meeting, 6:30pm, Tuesday, May 13, Community Room, 903 W. Road to Six Flags. More info: (817) 261-2611. - COP Coordinator Meeting, 6-8 pm, Tuesday, June 3, Ott Cribbs Public Safety Building, First Floor Conference Room, 620 W. Division St. More Info: Curtice Ervin (817) 459-5731. NUMBERS TO KNOW North District: (817) 459-5601 Community Services: (817) 459-5726 www.arlingtonpd.org ## North Arlington Progresses Visitors and residents will benefit from efforts Spring is here and the North District is in full swing in the entertainment district. You will notice a significant amount of building and road construction in North Arlington, all part of the growing pains we must endure as we build up our City as an incredible entertainment destination. In the meantime, make your driving trips easier by checking traffic updates at the Convention and Visitors Bureau website at www.arlington.org/construction/construction_update and at www.keep30moving.org. Crime-wise, our most significant challenge involves burglaries of motor vehicles. We have expended numerous resources and work hours to address this growing crime but unfortunately have had minimal results. We are partnering with Action North to focus on the highest-offense locations. It is critical that you remind friends and neighbors to remove valuable items from their vehicles regardless of where they are or how comfortable they feel in the area they are visiting. Thieves are targeting items such as purses, I-Pods, computers, change and anything else that will bring a couple of dollars. Please remain vigilant. On another note, we are looking for volunteers to work here in the North District a few hours a week or more. We know there are incredible people who would be willing to help out, but just don't know how to get involved. Please contact Betty Williams at 817-4595601 and she will point you in the right direction. Thank you for working with us to make Arlington better! ## North: Top 10 Business BMV Locations ## APD Needs Your Help in Reducing These Offenses Your urgent attention is needed! Listed below are the top 10 locations where burglaries of motor vehicles (vehicle break-ins) have occurred at businesses here in the North District from April 2007 through March 2008. It is very important that you help us reduce these crimes by locking your vehicles and securing all your property out of sight. | Location | Address | Offenses | Primary items taken | | :-- | :-- | :--: | :--: | | 1. Six Flags Mall | 2911 E. Division St. | 158 | Radios/speakers | | 2. Humperdinks | 700 Six Flags Dr. | 77 | Radios/speakers/ laptops/GPS | | 3. LA Fitness | 141 W. Road to Six Flags | 71 | Purses/wallets/laptops | | 4. Steak \& Ale | 916 Six Flags Dr. | 53 | Laptops/GPS | | 5. Palomino's | 701 N. Watson Road | 52 | Radios/speakers | | 6. River Legacy Park | 701 Green Oaks Blvd N.W. | 43 | Purses/wallets | | 7. On The Border | 2011 E. Copeland Road | 41 | Laptops | | 8. Pappadeaux's | 1304 E. Copeland Road | 40 | Laptops/purses | | 9. Office Depot | 2501 E. Randol Mill Road | 32 | Laptops | | 10. Dunlop Park | 1500 Green Oaks Blvd N.W. | 30 | Purses/wallets | Developing partnerships $\cdot$ Empowering residents $\cdot$ Solving problems $\cdot$ Enhancing quality of life # Arlington Police News Vol. 3, Issue 2 Partnering with You to Build a Safer Community ## APD'S VISION To achieve a safer community by providing excellent service and involving our community as partners. ## APD'S VALUES * Service * Leadership * Integrity *Accountability * Respect * Teamwork * Education * Innovation * Diversity ## UPCOMING MEETINGS - Community Watch Program Meeting at The Cliffs Apartments, 6 p.m. Tuesday July 22, 1635 Jefferson Cliffs Way. More info: Molly Hernandez, (817) 795-1684. - Community Watch Program at Collins Park Apts, 6 p.m. on July 29, 2008. More info: Kim Cox 817 795-9572. -Town North Neighborhood Meeting 6:30p.m. 7/31/08. More info: Nora Cornado 817 459-6420 - Community Watch Group Meeting at Cantor Park Condos on 8/5 at 7 p.m. in pool area. More info: Elain Modrell at 817 874-3648. NUMBERS TO KNOW North District: (817) 459-5601 Community Services: (817) 459-5726 www.arlingtonpd.org ## North Arlington Progresses Joint Efforts Being Made To Address Vehicle Burglaries The summer is upon us and those 100 degree days will be here soon. That is not the only thing heating up, car burglaries remain consistent with the number of offenses especially in the restaurant/ retail corridor. Last Quarter we listed the top ten BMV locations and this quarter's listing is below. In conjunction with the Action North Community Group, we have continued to make strides to reduce offenses. We will have between two and four officers dedicated to patrolling the restaurant/retail corridor where these offenses continue to happen. We are deploying our police sky watch tower and use video surveillance when possible. We have acquired and will deploy an electronic sign to display messages of importance so be on the look out. We are seeking volunteers from our Community Watch Groups or Citizens on Patrol groups to assist us in patrolling the area and/or sitting in the sky watch to report suspicious activity. If you are out enjoying these venues, please be observant and report any suspicious activity to 911 . We are still looking for volunteers to assist us in the North District a few hours a week. We know there are incredible people who would be willing to help out, but just don't know how to get involved. Please contact Betty Williams at 817 459-5601 and she will point you in the right direction. Thank you for working with us to make Arlington better! ## North: Top 10 Business BMV Locations ## APD Needs Your Help in Reducing These Offenses Your urgent attention is needed! Listed below are the top 10 locations where burglaries of motor vehicles (vehicle break-ins) have occurred at businesses here in the North District from April 2008 through June 2008. It is very important that you help us reduce these crimes by looking your vehicles and securing all your property out of sight. | Apr - Jun 2008: Vehicle Burglaries (591 Total) | | | | | :--: | :--: | :--: | :--: | | Rank | Location | Address | \# | | 1 | Lincoln Square | Lincoln Square/N. Collins | 34 | | 2 | Six Flags Mall | 2911 E. Division | 27 | | 3 | Humperdinks | 700 Six Flags | 23 | | 4 | Barnes \& Noble* | 934 E. Copeland | 18 | | 5 | Pappadeaux | 1304 E. Copeland | 12 | | 6 | Palaminos | 701 N. Watson | 11 | | 7 | River Legacy Park | 701 Green Oaks Bv NW | 11 | | 8 | Verandah at Cliffside Apts | 2600 Verandah Ln | 11 | | 9 | On the Border | 2011 E. Copeland | 9 | | 10 | Steak \& Ale | 916 Six Flags Dr | 8 | *Includes parking lot for Chik's, Wing House, Game Stop Developing partnerships $\cdot$ Empowering residents $\cdot$ Solving problems $\cdot$ Enhancing quality of life # APPENDIX E: BMV Report Card ![img-11.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/09-37/img-11.jpeg) Your Arlington Police Department Officers the business community are concerned about your safety, and the safety of your property. Vehicle Burglary is a common type of property crime, yet it is a very easy crime to prevent, all it takes is a few minutes to protect your car. We have completed this form today to help you keep your property safe. Your vehicle has: Passed Failed If your vehicle failed, it was because of one of these reasons: $\square$ Property in Plain View $\square$ Keys Left in Vehicle $\square$ Window Open $\square$ Other: $\qquad$ Thank you for your time and support! For questions/coinments call: (817) 4595725