A robbery is not the same as a murder: Why the U.S. needs better crime statistics

Crime: on balance, bad. Image: Getty.

President Donald Trump has long focused on Chicago as a hotbed for American crime. This came up yet again on 8 October, when he said that he had directed the Justice Department to work with local officials in Chicago to stem violence in a city overwhelmed by its high rate of violent crime.

With 24.1 homicides per 100,000 people – more than four times the overall U.S. rate – Chicago certainly suffers from serious problems. But, as of 25 September, St. Louis, my hometown, is called by the FBI the most dangerous city in America with over 6,461 violent crimes reported in the city limits in 2017. That’s an increase of more than 7 per cent from the previous year.

St. Louis only ranks third for homicides in the U.S. by rate, but it’s the No. 1 most dangerous city. So by what metric does the government measure “most dangerous” – and why is Trump’s focus concentrated on Chicago and not St. Louis? As a statistician studying how people can manipulate numbers, particularly crime data, it is clear to me that the way crimes are currently counted in the U.S. can easily confuse and mislead.

Crime statistics

Since 1929, the FBI has managed the Uniform Crime Reports (UCR), a project that compiles official data on crime across the U.S., provided by smaller law enforcement agencies. For example, in Missouri, data is provided directly to the state by both the county police departments and the smaller municipalities. This information is then sent to the FBI.

With 18,000 different law enforcement agencies providing crime data to the FBI, there must be a standard metric of reporting. So all crimes are classified into only two categories: Part 1 and Part 2.

Part 1 crimes include murder, rape, robbery, larceny-theft and arson – the serious crimes. Part 2 crimes include simple assault, loitering, embezzlement, DUI’s and prostitution – the less serious crimes.

Okay, makes sense. But here’s the catch: none of these crimes are weighted. When a “beautiful, innocent 9-year-old child who was laying on the bed doing her homework” is murdered in Ferguson as a retaliation killing, it counts just the same as when an individual is arrested for shoplifting $50 or more from the Dollar Store. This flawed metric allows for incredible confusion.

Take this example. You live in a nice neighborhood with a Kmart on the edge of it. “Serious” crime includes all the shoplifting from the Kmart; let’s say 150 incidents in a year. It also includes all the murders and rapes; call it 20 incidents in a year. The Kmart closes. All of a sudden, your crime rate has gone from 170 to 20: an 88 per cent decrease in crime.

Chicago mayoral spokesman Matt McGrath criticised Trump’s comments to the Washington Post, saying, “Just last week, [the Chicago Police Department] reported there have been 100 fewer murders and 500 fewer shooting victims in Chicago this year, the second straight year of declines.” And really, I crunched the numbers; all serious crimes are only up 6.88 percent since 2014.

But it isn’t the serious crimes that make me look under my bed before I go to sleep at night. It’s the violent crimes. Those are up 24.27 percent in Chicago between 2014 and 2017. Murder is up 59.53 percent. (Researchers are still trying to figure out what’s caused the spike.)

This metric can be misleading. Former St. Louis Mayor Francis Slay touts “small gains” as overall crime numbers drop. Sure, the number of Part 1 crimes has actually dropped by 0.4 per cent since 2014. But violent crimes in the city of St. Louis have increased 24.04 per cent.

People can also get confused by the way crimes are sliced geographically. For example, in 2016, the city of St. Louis had a homicide rate of 59.8 per 100,000 people, while St. Louis County, which is separated from the city by a street, had a homicide rate of about 3.2 per 100,000. What combination of the two making up greater St. Louis gets reported in the news? Depends on the day.

New measures

Here’s what I know: the U.S. needs a better metric. How we measure crime has been contentious since the original FBI crime reporting document was released in 1929.

There are even issues with the counting itself. The FBI website removed data from Chicago’s crime statistics in 2013, because the FBI deemed it to be under-reported.


Hopefully, a more accurate metric comes in with the FBI’s National Incident-Based Reporting System, scheduled to roll out in 2020. For example, if a criminal assaults someone in their home and steals jewelry as well, that’s only counted as an assault under the UCR system. Under NIBRS, both the assault and theft would be counted.

But this system doesn’t seem to address the key issue: weights. Murdering a child cannot possibly count the same as stealing from the Dollar Store. It is inconceivable that raping someone can count the same as illegal gambling. You serve different amounts of jail time based on the severity of the crime – why wouldn’t crimes also be weighted?

Cities like Chicago and St. Louis most certainly have issues with crime. But how the U.S. measures “dangerous” must be made clearer. It does a disservice to our police and our communities by allowing this misrepresentation of the facts. Until then, politicians will be able to use this confusion to confuse the public, intentionally or unintentionally.

The Conversation

Liberty Vittert, Visiting Assistant Professor in Statistics, Washington University in St Louis.

This article is republished from The Conversation under a Creative Commons license. Read the original article.

 
 
 
 

To see how a city embraces remote work, just look to Helsinki

A deeply rooted culture of trust is crucial to the success of remote work. (Sean Gallup/Getty Images)

When I speak to Anssi Salminen, an account manager who lives an hour outside Helsinki, he’s working from a wooden platform on the edge of a Finnish lake. With a blanket laid out and his laptop set up, the sun low in the sky, Anssi’s remote work arrangement seems blissful. 

“I spend around half of my time working somewhere else other than the office,” he says. “I can work from home, or on the go, and I also travel to the Netherlands once a month and work from there.

“The emphasis in my work has always been that it doesn’t matter when or where I work, as long as I get things done.”

For many people around the world, the shift to remote work was sudden, sparked by the coronavirus pandemic. Finland, however, is finding the transition much less significant. Before Covid-19, the Nordic nation already displayed impressive levels of remote working, with 14.1% of its workforce reporting usually working from home. Only the Netherlands has a comparable percentage of remote workers, while the UK lagged behind at 4.7%, and the US’s remote workforce lingered at around 3.6%

Anssi works for one of many Helsinki-based companies that offers its employees flexible policies around when and where they work. That arrangement is in part due to the Finnish capital’s thriving start-up scene. In spite of being a relatively small city by global standards it is home to over 500 technology start-ups. These companies are leading the way when it comes to keeping employees connected wherever they choose to work.

“Our company has a completely location-free working policy,” says Kasper Pöyry, the CEO of Helsinki-headquartered software company Gapps. “All meetings are made available for online participants and facilitated accordingly. Some employees have worked extensively from abroad on a working holiday, whilst others prefer the comfort and social aspects of the well-stocked office. Whatever works for our employees is what works for the company.”

Like Gapps, many Helsinki-based firms are deeply preoccupied with providing the necessary technology to attract talent in a vast and sparsely populated country. Finland has only 15 inhabitants per square kilometre, and companies understand that in order to compose teams of specialised expertise, they may have to seek talent outside of the city. Local governments take a similarly proactive stance toward technological access, and Helsinki offers free, unrestricted, high-speed Wi-Fi from city-wide hotspots, while the country as a whole boasts some of the best coverage in Europe. 

But encouraging remote work isn’t just about optimising the potential of Finland’s workforce – companies in Helsinki also recognise that flexibility has clear benefits for both staff and employees. 

“The idea of a good work-life balance is ingrained in Finnish culture,” says Johannes Anttila, a consultant at organisational think tank Demos Helsinki. “It goes back to our rich history of social dialogue between labour unions and employers, but also to an interest in delineating the rules of working life and pushing towards people being able to enjoy their private life. Helsinki has been named the best city in the world for work-life balance, and I think that this underlies a lot of the mentality around remote work.” 

For Peter Seenan, the extent to which Helsinki residents value their free time and prioritise a work-life balance prompted his move to the city ten years ago. He now works for Finnair, and points to Finland’s summer cottages as an example of how important taking time to switch off is for people in the country. These rural residences, where city residents regularly uproot to enjoy the Nordic countryside, are so embedded in Finnish life that the country boasts around 1.8 million of them for its 5.5 million residents

“Flexible and remote work are very important to me because it means that I don’t feel like I’m getting stuck in a routine that I can’t control easily,” he says. “When I’m working outside of the office I’ll go down to my local sauna and go ice swimming during the working day, typically at lunchtime or mid-morning, and I’ll feel rejuvenated afterwards… In winter time especially, flexibility is important because it makes it easier to go outside during daylight hours. It’s certainly beneficial for my physical and mental health, and as a result my productivity improves.”

The relaxed attitude to working location seems to pay off – Finland is regularly named the happiest country in the world, scoring highly on measures such as how often its residents exercise and how much leisure time they enjoy. With large swathes of unspoiled countryside and a national obsession with the outdoors, sustainability is at the forefront of its inhabitants’ minds, leading to high levels of support for measures to limit commuting. In January, Finland passed a new Working Hours Act, the goal of which was to help better coordinate employee’s work and leisure time. Central to this is cementing in law that employees can independently decide how, when, and where they work.

Yet enacting the new ruling is not as simple as just sending employees home with their laptops. For Kirsimarja Blomqvist, a professor of knowledge management at LUT University, perhaps the most fundamental feature that remote work relies upon is a deeply rooted culture of trust, which Helsinki’s residents speak of with pride. The anecdotal evidence is backed up by data which suggests that Finland boasts one of the highest levels of trust and social cohesion in Europe, and equality and transparency have always been key cornerstones of political thought in the country.

“Trust is part of a national culture in Finland – it’s important and people value it highly,” she explains. “There’s good job independence, and people are valued in terms of what they do, not how many hours they work for. Organisations tend to be non-hierarchical, and there is a rich history of cooperation between trade unions, employers, and employees to set up innovative working practices and make workers feel trusted and valued. 

“It’s now important that we ensure that this trust can continue to be built over technology, when workers might have been more used to building it face-to-face.”

As companies begin to look hopefully toward a post-Covid future, the complexities of remote work are apparent. Yet amid issues of privacy, presenteeism, and social isolation, the Helsinki model demonstrates the potential benefits of a distanced working world. The adjustment to remote work, if continued after the crisis, offers a chance to improve companies’ geographical diversity and for employers to demonstrate trust in their workforce. On these issues, Blomqvist believes other cities and employers can learn a lot from Helsinki.

“People are now beginning to return to their workplaces, but even as they do they are starting to consider the crisis as a jumping point to an even more remote future,” she says. “The coronavirus pandemic has been an eye-opener, and people are now interested in learning from Finland’s good practices… We are able to see the opportunity, and the rapid transition to remote work will allow other countries to do the same.”