For additional information please mail: can-klpd@minbuza.nl

The basis The world is an intricate mesh, much like at tangled ball of wool. Only when you unravel it, will you be able to determine which threads to pull to obstruct crime or violence. A picture emerges of the world of crime: the Book of Crime. The quality of policing will improve exponentially as more partners become involved in creating this picture. Because of their different functions, they all have their own particular picture of reality. The aggregate of these pictures and contexts provides the basis for intelligence. Each partner also has their own possibilities for taking action. Partners often have possibilities for intervention that will result in a more lasting (and cheaper) solution than specific police intervention (such as a costly investigation with an uncertain legal outcome). The Book of Crime is a structured method for sharing views and for optimum deployment of the possibilities of all partners. In other words, for ‘writing the book of crime’, followed by collaboration in fundamental obstruction of crime. Principles of the Book of Crime • Take the criminal process as your starting point, rather than the incident. • Take a shared picture of the context as your basis. • Obstruct the criminal process by deploying obstacles. • Cooperate with partners from the start. • Based on an inclusive approach:

• obstacles will obstruct a particular part as well as the whole in a meaningful way.

• all parties will benefit from the contribution and effort of each partner.

If you can’t write the book of crime, you’re not in business

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Charting the phenomenon

Phenomena that are best suited to be addressed with the Book of Crime: • Organised • Professional (based on financial or psychological gain) • Frequent or systematic. The Book of Crime is not suitable for addressing crime or violence which is of an incidental nature or largely the result of chance. The steps: 1. What is the phenomenon; what exactly will we be analysing? 2. What is the location; what are our geographical boundaries? 3. What are the activities that constitute the phenomenon; what are the verbs?

Focus and collaborate

Which parts of the phenomenon require further investigation first? And which parties will engage in this? The objective is intelligent collaboration or 'conspiracy' against crime. The steps: 1. Focus on the activity (or activities) to be addressed first. 2. Investigate which parties are affected by the activity (or activities). 3. Collaborate to determine which parties may enter into an alliance.

Book of Crime - overview - may 2010

Creating a common picture

The partners contribute to a common picture of all aspects involved in the activity. A framework is provided by the seven golden W’s. Intensive involvement with the activity by the partners will generate the energy needed to address it together. The steps: 1. General evaluation of the golden W’s: What is happening; who has what

information available, etc. 2. Enhancement of information: What cases from their own context can parties

communicate? 3. Get acquainted with the picture: What is at the heart of the matter?

Planning obstacles

This is the stage at which plans are made. What interventions will be used to obstruct the phenomenon? The focus will initially be on individual activities and later on the phenomenon as a whole. All agreements will also be put on paper, i.e. who will be doing what and what agreements have been made for cooperation. The steps: 1. Who can influence what? What are the possibilities for obstruction? What are the

specific points on which partners can contribute? 2. Creating the obstructions: Which options do we select? Who will be doing what? 3. The overall approach: How do we obstruct the various activities and how do these

obstructions reinforce each other?

Book of Crime - overview - may 2010

Realisation and continuous improvement

The overall process has provided an insight into and an overview of the phenomenon itself, the approach, effort and the possibilities of partners. The Book of Crime is geared towards organising commitment and synergy between partners. It is not intended as a tool for planning and control. Nevertheless, the overview the Book of Crime offers creates good opportunities for guiding and influencing while interventions are carried out, by providing a well-organised information system which is maintained together by the partners, and encouraging conscious application of the plan-do-check-act cycle. Aimed at development The strength of the Book of Crime is in the fact that partners – using a joint, bottom-up approach – design an intervention programme that is based on the collective possibilities of all partners. Joint design results in higher quality and provides the basis for collaboration. It provides more cohesion compared to a situation in which partners are obliged to conform to a design put forward by a single party. The focus is on the network approach, rather than instruction from a single point.

Not a tool The Book of Crime is not a tool. It is a considered working method that has proven suitable for use in our society of complex networks. This evaluation is intended as a quick-start guide once the decision has been made to obstruct a criminal process. It provides possibilities to benefit from the experiences of colleagues.

Tips • Always maintain an inclusive approach

It becomes more easy to maintain an inclusive approach when a complete picture is available, in the figurative sense as well as in the literal sense. This ensures relations remain visible in the picture. It is, therefore, important to stick to the circular arrangement, and refrain from intentionally arranging matters in a hierarchical manner.

• Stick to your own route In this evaluation, the Book of Crime is described as a step-by-step plan. The only reason for this is to explain the mental steps of the process. In practice, using the Book of Crime will be a natural process that does not consist of a strict sequence of steps. This evaluation should be regarded as a guide for determining your own route.

For additional information please mail: can-klpd@minbuza.nl

1. Charting the phenomenon Phenomena that are best suited to be addressed with the Book of Crime: • Organised • Professional (based on financial or psychological gain) • Frequent or systematic. Tackling crime requires collaboration with a variety of parties. The Book of Crime is not suitable for addressing crime or violence which is of an incidental nature or largely the result of chance. Examples suitable to be addressed using the Book of Crime: • Human trafficking (organised business) • Organised bicycle theft (based on financial gain) • Juvenile violence and vandalism (frequent + based on psychological gain) • Organised child abuse (based on financial gain) Charting is performed in three steps: 1. What is the phenomenon; what exactly will we be analysing? 2. What is the location; what are our geographical boundaries? 3. What are the activities that constitute the phenomenon; what are the verbs? The phenomenon may be charted by means of desk study based on newspaper articles, reports, scientific studies, the internet, etc. Intuition and associative thought as well as discussions with specialists with different backgrounds will also yield valuable results. Who is involved? This stage will be performed by the initiator(s), assisted by specialists and analysts from their own organisation. Partners are not yet involved at this initial investigative stage.

For additional information please mail: can-klpd@minbuza.nl

What is the phenomenon?

The basic question in this first step is ‘What exactly is the mechanism we intend to obstruct?’ Throughout the entire process it is important to ask the question ‘What exactly is the analysis I am creating?’. This is the point of view you take, and this choice should not be compromised at any stage during the process. It must remain unchanged at all times. Any new choice must be made consciously and must be communicated. This is what determines the scope, i.e. what is within the scope and what is not. Some additional questions may offer assistance in this process: • Why does the phenomenon exist? Or why is the phenomenon able to thrive? • What is the mechanism behind it? • What is the extent of its impact? • How serious is the impact? • Who and what is affected by the phenomenon? Example of demarcation Organised human trafficking from West Africa via the Netherlands to other countries in Western Europe, where the victims are forced to work in prostitution. Points for consideration • Is there an organisation behind it and what do we know about them? • Is it based on a model of financial or psychological gain? • Does the phenomenon occur regularly and what causes this regularity? Who is involved? The initiator(s) and a number of specialists.

Book of Crime – 1. Charting the phenomenom- mei 2010

Where does the phenomenon occur?

Next, we determine the geographical boundaries within which we intend to investigate the phenomenon. For instance: • Worldwide • Continent • An organised group of countries such as the European Union • Country • Region • City Most phenomena have inherent, logical boundaries. The logical boundary for human trafficking is the world. Bicycle theft appears to be a national phenomenon, but when open borders in Europe are an important factor, Europe may be a more realistic boundary. The Book of Crime treats everything within the geographical border as a single system – a single whole. The ultimate objective is lasting obstruction of the entire system. Points for consideration • Which borders are transcended by the phenomenon? • What are the geographic trade routes? • From where are criminals and perpetrators of violence influenced? • Do particular neighbourhoods, cities, countries or continents play an important role? Who is involved The initiator(s) and a number of specialists.

Book of Crime – 1. Charting the phenomenom- mei 2010

What are the activities that constitute the phenomenon?

In this step, we will analyse and dissect the phenomenon. We will be looking for activities that criminals or perpetrators of violence perform in order to be successful. These may be considered the criminal's verbs and the DNA profile of the phenomenon. Make sure you select sufficient verbs to acquire and retain control. The number will probably be between six and ten. If, at first, your classification is too general, verbs may be subdivided in order to chart subprocesses. For example, recruiting consists of informing, enticing, kidnapping, etc. The 'pie' does not have to be 100% accurate; the verbs selected must provide a clear feeling that they are sufficient to address the phenomenon. The verbs can be determined by watching one of the actors and taking their point of view. For example: • A professional criminal: What is required to make this business successful? • The victim: What is happening to me? • The retired paedophile: What arrangements do I need to make and how do I avoid

risks? • The juvenile perpetrator of violence: What do I do on an average day or during

weekends? Points for consideration • Who will we be watching? What role and who will take the central position? • Which central question will be our starting point? • One cannot see what one does not know. Keep this in mind and fill in any blanks at

a later stage. • Which geographical locations play an important role in the phenomenon, and what

is happening at these locations?

Don't be impeded by the question of whether a matter may or may not concern the police. After all, at a later stage, partners will be involved with whom you will form an alliance. These partners usually have more options for intervention than the police Who is involved The initiator(s), some specialists and a limited number of analysts.

For additional information please mail: can-klpd@minbuza.nl

2. Focus and collaborate Once the phenomenon has been charted, we need to decide which aspects of it require further investigation first, and which parties will engage in this. This is an important step, because intelligence is the result of accumulating images, contexts and possibilities that can be contributed by a variety of partners. The objective is intelligent collaboration or 'conspiracy' against crime. It is, therefore, important to take due care when establishing the partnership. This stage consists of three steps: 1. Focus on the activity (or activities) to be addressed first. 2. Investigate which parties are affected by the activity (or activities). 3. Collaborate to determine which parties may enter into an alliance. Who is involved? Action is mainly taken by the initiator(s), assisted by specialists and analysts from their own organisation. The partners are invited to contribute in the third step of this stage.

For additional information please mail: can-klpd@minbuza.nl

Focus

There will always be a shortage of time and resources. How can these be deployed in the most intelligent manner? Where are the most sustainable results to be expected? Here, you select the verbs that you will be concentrating on first. Which activities are most beneficial to address first? You will probably decide to address multiple verbs at the same time. It is also possible, and sometimes necessary, to start up different processes at different locations. It is probable that all verbs will be addressed in the overall approach. Points for consideration • Is it possible, early in the process, to prevent the remaining actions from be

initiated? • What is most urgent for ethical, financial or other reasons? • Where may early results be expected? • Are there any local reasons for addressing a verb? • Is this 'not a police matter', but nevertheless urgent? In that case it still is our

responsibility to address the issue to alert parties to it and offer advice. Who is involved? Initiator(s), specialists, analysts

Book of Crime - 2. Focus and collaborate - May 2010

Investigating parties

The central question in this step is: ‘Which parties would be able and willing to tackle the phenomenon?’ Include as many parties as possible that have a relationship with the selected activity. Do so by considering the verb from different contexts, interests and geographical starting points. It is important to think ‘out of the box’. The objective is that partners will strengthen each other with a diversity of contexts, influences and possibilities for action. Next, contact the parties you wish to invite. Try to establish what their interests are in relation to the phenomenon and the specific activity. Are they willing to devote time and effort to obstructing the activity and what are their reservations, if any? As with selecting the verbs, the choice of parties does not need to be 100% accurate. The selection of parties must feel like a suitable mix for the purpose of obstructing the activity from different contexts. Points for consideration • Are there any less well-known or less obvious parties that may shed a completely

different light on the matter? • Does it make sense to involve the media/press as a party? • Is any opposition or animosity to be expected from the parties? Who is involved? Initiator(s), specialists, analysts

Book of Crime - 2. Focus and collaborate - May 2010

Collaboration

This step concerns establishing a partnership with parties wishing to and able to obstruct the phenomenon. A partnership between parties cooperating for the first time will not be established just like that. It requires attention, patience and trust. The ultimate objective is a common direction and attitude: ‘We will address and tackle this matter'. Invite the parties for an initial introduction. Your approach during this introduction will depend on whether the parties already know each other, their willingness to cooperate, whether there are (or appear to be) conflicting interests, and local culture. Another possibility is to start working together after a brief introduction, because cooperation unites. Or you can take more time for the introduction and expressing the intention to obstruct the activity. It is important for the parties to understand that the ‘project’ is in a very early stage and that they will be able to achieve better results at a later date as a result of the think tank, choices and effort made. Collaboration from the outset is crucial. There should not be one party deciding what other parties should do. Partners should, therefore, be given an overview of the current and future process and their role in it. Collaboration to obstruct the activity will provide a common direction. Each party is involved and shares in the responsibility to address the issue in the context of their role or social, economic or moral responsibility or otherwise. At this stage, willingness to cooperate may be boosted by pointing out the concrete importance of obstructing the phenomenon for each party. Points for consideration • Is this step expected to be quick or should more time be reserved? • Are there any parties that require special attention? • Are there any clear or apparent conflicts of interest that require special attention? Who is involved? All stakeholders

For additional information please mail: can-klpd@minbuza.nl

3. Creating a common picture At this point the partners really start to work together in order to achieve a common picture of all matters related to the activity. A framework is provided by the seven golden W’s. Through joint intensive involvement in the activity, the partners will generate the energy needed to address it together. This again involves three steps. At this stage in particular, the division is rather artificial; steps blend into each other. In the process, there is likely to be movement back and forth between these three steps. 1. General evaluation of the golden W’s: What is happening; Who has what

information available, etc. 2. Enhancement of information: What cases from their own context can parties

communicate? 3. Getting acquainted with the picture: What is at the heart of the matter? Depending on the complexity of the matter in hand, these steps will be taken in an interactive session lasting a couple of hours, or in a number of interactive sessions spread over a couple of weeks. Who is involved? All stakeholders

For additional information please mail: can-klpd@minbuza.nl

General evaluation of the golden W’s

Investigate the different points of view concerning the activity from various angles during an interactive session with the partners. What is its meaning for the parties? What is evident in their context? What aspects are relevant? What information is available? What can the parties present to each other (in a subsequent session)? What additional information can parties bring to the surface in a relatively short time? The seven ‘golden W’s’ (who, what, why, where, when, etc.) provide the guideline for this discussion. In the course of discussion it may emerge that it is useful to involve other parties. For instance, because a particular context or point of view required to achieve a complete picture is missing. As with selecting verbs, this is about the feeling of being able to capture the matter in hand. Points for consideration • Does the activity call for factual, statistical data, or is an intuitive step based on

expertise and experience sufficient? • Do we expect all parties to have their information readily available, or do we need

to allow time for collecting and evaluating data? • Are there any specific questions that may be posed to partners beforehand? Who is involved? All stakeholders

Book of Crime - 3.Creating a common picture - May 2010 3

Enhancement

This step consists of communicating stories with examples, incidents and cases. The objective is to provide a picture of the activity that is as lifelike and factual as possible. What is important here, is that partners contribute their own context. Intelligence is not just aggregated information. It also involves aggregating contexts. Approaching the activity from a variety of perspectives will provide a picture that is true to reality. The observation by a doctor who regards an addict as a person who is ill and in need of medical attention is as true to reality as the policeman's observation that the addict is a bicycle thief. At a later stage, both observations will point to opportunities for obstructing an activity. In short, we are not looking for an objective analysis, but for an inter-subjective evaluation of a phenomenon. This will lead to improved understanding and enhances the quality of the collaboration. The objective of the step is twofold: • Painting a picture of the activity that is as complete as possible • Improved insight into the world and the possibilities/impossibilities of the other

partners. In order to maintain an overview of everything that is available, it is important to visualise the information. Points for consideration • How much information can the parties provide to each other and how much time

does this require? • Does this only include cases or are there any mind maps or other inventories that

may be shared? • Does it make sense to invite guests, such as victims or perpetrators, who can tell

their story? • Are there any parties who require assistance in telling their story? Who is involved? All stakeholders

Book of Crime - 3.Creating a common picture - May 2010 3

Getting acquainted with the picture

The partners really need to familiarise themselves with the various contexts and insights in order to be able to find the best possibilities for obstructing the activity later. Just listening to each other is not enough. Achieving synergy requires discussion. For instance, by intuitively identifying what is at the heart of all the information collected, you establish what is really important. In the previous step, visualisation of available knowledge and cases was necessary in order to maintain an overview. In this step, visualisation is required to facilitate fruitful interaction. Pictures on a large board invite people to point, circle items and draw arrows, use colours to indicate relationships, etc. Playing with information in this manner creates synergy and ensures that ownership of the pictures is truly shared by the partners. Points for consideration • Are there any parties that require assistance in visualising their information? Who is involved? All stakeholders

For additional information please mail: can-klpd@minbuza.nl

4. Planning obstacles As soon as the partners have a common picture, plans can be drawn up: Which interventions will be deployed to obstruct the phenomenon? The focus will initially be on individual activities and later on the phenomenon as a whole. All agreements will also be put on paper, i.e. who will be doing what and what agreements have been made for cooperation. The following three steps are used to determine the obstacles: • Who can influence what? What are the possibilities for obstruction? What are the

specific points on which partners can contribute? • Creating the obstructions: Which options do we select? Who will be doing what? • The overall approach: How do we obstruct the various activities and how do these

obstructions reinforce each other? Steps 1 and 2 will be taken during the same session(s). Depending on the complexity of the matter in hand, these steps will be taken in an interactive session lasting a couple of hours, or in a number of interactive sessions spread over a couple of weeks. Who is involved? All stakeholders

For additional information please mail: can-klpd@minbuza.nl

Who can influence what?

Each partner specifies their intervention options for obstructing the activity. ‘How can I use my influence to obstruct the activity?’ This concerns the real influence a party has. Media, for instance, have real influence on the image of juvenile alcohol abuse. If none of the parties has any influence, identifying and advising become the key functions. The focus is on the selected activity as a part of the system. The possibilities and the expected effects are evaluated using a bottom-up approach, and from the point of view of all network partners. Are there actions partners are already taking; what other possibilities are there, at first glance, and what other options can partners think of after more in-depth evaluation? The focus is on the network approach, rather than direction from a single point. At this stage, it is also advisable to look for synergy. Combinations of partners may, for instance, create options for intelligent obstruction. In which role is each partner able to contribute to the common approach in the most intelligent way (and most effective for the overall purpose)? At the end of this step we will have a complete overview of all the options for obstruction. Additionally, we will know what areas are not covered by the partners and may require special attention. Points for consideration • If there is more than one partner who can influence the same field, what is the

most intelligent choice? Combine the effort or deploy one partner in a different field?

Who is involved? All stakeholders

Book of Crime - 4. Planning obstacles - May 2010

Creating obstructions

Which of the possible obstructions will be deployed? There will always be a shortage of time and resources. What choice do we make, based on what is most sustainable for the entire system? An obstruction that merely shifts the problems elsewhere makes little sense. Next, interventions and required cooperation agreements are developed in more detail. The overview is gradually filled in by the minutes secretary.

• Intervention: Description of the intervention • Focus: Focus on one of the W’s • Effect: What are the intended effects? • Cooperation:

• The nature of the cooperation (legally defined, Memorandum Of Understanding, gentlemen's agreement, etc.).

• Agreements for the cooperation, such as: • Consultation structure • Action plans • Covenants • Schedules • Information sharing • Evaluations • Capacity deployment • Budgetary agreements

Who is involved? All stakeholders

Book of Crime - 4. Planning obstacles - May 2010

What is the overall approach to the phenomenon?

After focusing on selected activities, we will now consider the phenomenon as a whole. How do the obstacles created for each slice of the pie influence each other? When considering the whole, did we select the most enduring obstacles? Hoping to acquire control over a complex phenomenon from a single, central point is an illusion. In that sense, the world cannot be controlled. There will, for instance, never be a world project leader for human trafficking. Such complete control is not the objective of this step. However, it does make sense to verify for all the parties concerned whether obstacles selected for one activity hinder another activity, or whether with a minor adjustment would facilitate mutual reinforcement. This will also create optimum synergy at the level of obstructing the phenomenon as a whole. Who is involved? Initiator and project leader

For additional information please mail: can-klpd@minbuza.nl

5. Realisation and improvement

The overall process has provided an insight into and an overview of the phenomenon itself, the approach, effort and the possibilities of partners. The Book of Crime is geared towards organising commitment and synergy between partners. It is not intended as a tool for planning and control. The overview the Book of Crime offers creates good opportunities for guiding and influencing while interventions are carried out, by providing a well-organised information system which is maintained together by the partners, and encouraging conscious application of the plan-do-check-act cycle. Who is involved? Initiator or project leader and all partners.

For additional information please mail: can-klpd@minbuza.nl

Information system maintenance

A mind map system that is editable and accessible online is highly suitable for visualising all data and keeping data up to date. Users of the mind map will immediately be informed by the system when content is changed, ensuring all parties are closely involved in progress. The mind map is populated with the results of steps in progress. This may occur during or after the interactive sessions. Subsequently, all partners in the network keep the mind map up to date with: • Progress of actions • Results noticed and effects of actions • New insights into the phenomenon. The mind map system provides structure for large quantities of data that become available during realisation. Text, images and sound fragments may be included. Who is involved? Initiator or project leader and all stakeholders

Book of Crime - 5. Realisation and improvement - May 2010

Plan Do Check Act

Based on the overview and the up-to-date information in the mind map, parties can learn from the effects and improve actions and choices. This involves questions such as: • What is the exact effect of an obstruction? • Does this constitute a reason to adjust the intervention? • Does it constitute a reason to adjust the expectations? • Considering the results, is this obstruction the most sustainable intervention for the

entire system or are there reasons to invest effort in other interventions? Who is involved? Initiator or project leader and all stakeholders. Conclusion Tackling national and international organised crime should not only be approached from the point of view of detection. Networks should not be addressed with an approach that is exclusively functional. For durable solutions, a multi-agency approach is much more suitable. The Book of Crime provides an easily accessible impetus for this. It can be used as a means of communication as well as for further elaboration in analysis departments.