AFTER AN OVERVIEW AND HISTORICAL SURVEY OF CRIME ANALYSIS, THIS MANUAL DISCUSSES WHAT CRIME ANALYSIS CAN DO FOR THE EXECUTIVE, WHAT ITS RELATIONSHIP SHOULD BE TO OTHER DEPARTMENTAL FUNCTIONS, AND WHAT ITS RELATIONSHIP SHOULD BE TO OUTSIDE CRIMINAL JUSTICE AGENCIES. MANUAL, SEMIAUTOMATED, AND AUTOMATED SYSTEMS ARE DESCRIBED. THE SECTION ON THE IMPLEMENTATION PROCESS COVERS DELINEATION OF OBJECTIVES, CAPABILITIES AND LIMITATION OF VARIOUS SYSTEMS, AND ORGANIZATIONAL AND OPERATIONAL REQUIREMENTS. PERSONNEL, EQUIPMENT, AND SUPPLIES NEEDED FOR EACH TYPE OF SYSTEM ARE LISTED, ALONG WITH EDUCATION AND TRAINING REQUIRED. FIGURES ILLUSTRATE TYPICAL CRIME ANALYSIS BULLETINS, POSSIBLE TACTICAL RESPONSES TO VARIOUS CRIME PATTERNS, USE OF CRIME ANALYSIS IN TOTAL DEPARTMENTAL DECISIONMAKING, AND UNIQUE DESCRIPTORS WHICH SHOULD BE GATHERED BY PATROL OFFICERS TO GENERATE GOOD ANALYSIS DATA. IT IS EMPHASIZED THAT, TO BE MOST EFFECTIVE, CRIME ANALYSIS MUST HAVE THE COOPERATION OF THE ENTIRE DEPARTMENT AND BE VIEWED AS AN ESSENTIAL SUPPORT SERVICE. (FOR OTHER MANUALS IN THE SET, SEE NCJ-43901, 43902, 43903, AND 43937).