The document discusses intelligence-led policing (ILP) as a strategic framework for law enforcement, emphasizing the importance of data analysis and communication to enhance crime prevention and reduction strategies. It outlines the intelligence cycle, the roles of various levels of law enforcement, and the necessity for collaboration and innovation within policing agencies. Additionally, it highlights the evolving nature of threats due to technological advancements and the need for police leaders to adapt to these changes in order to effectively combat crime.

1. Intelligence-Led Policingfor Police Decision-Makersby Deborah Osborne © 2009Audio is at http://www.blogtalkradio.com/Deborah-Osborne/2009/09/23/Intelligence-Led-Policing-for-Decision-Makers-Webinar

2. Why ILP? “So if 9/11 happened in a Web 1.0 world, terrorists are certainly in a Web 2.0 world now. And many of the technological tools that expedite communication today were in their infancy or didn't even exist in 2001. ” Janet Napolitano, Secretary, U.S. Department of Homeland Security, from her July 29, 2009 speech at the Council on Foreign Relations

3. What is Intelligence?The Intelligence Elephant

4. A Fable Six blind men encounter an elephant. The first blind man touches the elephant's leg, and he says an elephant is like a pillar. The second blind man touches the elephant's tail, and he says, no, an elephant is like a rope. The third blind man touches the elephant's trunk, and he says you're both crazy; an elephant is just like a tree branch. The fourth blind man touches the elephant's ear, and says he is certain that an elephant is like a hand held fan. The fifth man touches the elephant's belly, and he insists that an elephant is like a wall. The sixth man touches the elephant's tusk, and he says, you are all wrong—an elephant is like a solid pipe!

5. The Fable Continued… The men were arguing about the elephant when a sighted man came along and asked them what was wrong. After they each told him what the elephant was like, he said, "You're all correct! An elephant has all the features you describe."

6. IntelligenceHUMINT, OSINT, COMINT, SIGINT etcTop Secret, LE sensitive, Open SourceSurveillance, wiretaps, informantsFiles on criminals & organized crime activitiesField intelligenceArrest records, parole, probationCrime incidents, calls for service, tip linesMaps, statistics, geography/frequency pattern analysisAnalysis of patterns of weapons, targets, stolen goods, victimsModus Operandi analysisActivity flow analysis

7. Elephant ProblemsLack of total situational awarenessLack of mobility and functionalityLack of language to communicateLack of ability to perceive realityFear of the elephant by larger societyFear of changeTerritorialismSolving only parts of problems rather than whole problems

8. Intelligence CyclePlanningPlanningRe-evaluationCollectionCollectionEvaluationEvaluationDisseminationCollationAnalysis

9. Consider the CyclePlanningCollectionPlanning and direction involves decision-makers setting tactical and strategic goals Asking the right REALISTIC questions mattersPlanning and direction are not mentioned in the traditional crime analysis cycleSome of the best analysis involves unplanned analysisQuality and relevancy of information/data collection matters – we can’t analyze what has not been collectedGaps in collection will be uncovered and should be addressedMuch of the data needed is already collected – but is untapped by analysts due to lack of knowledge, tools, imagination, training, and adequate staffing

10. Consider CycleevaluationcollationEvaluating the information/data collected for reliability, accuracy and relevance is crucial Identification of collection gaps occurs hereGood communication with collectors is neededSorting the information/data to answer the right intelligence questions can be time-consumingSometimes we overlook problems that involve multiple crime types or groupsTechnology helps immensely here – but data accuracy is needed to enhance effectiveness

11. Consider the CycleanalysisdisseminationAnalysis means breaking apart into pieces to study the partsSynthesis occurs here as the analyst puts the parts into a new “whole” so that something new and useful is created – relevant analytical productBeware of the “if I have a hammer everything is a nail” syndromeIntelligence that does not get to the right people in a timely manner is uselessDissemination requires clear policies regarding who gets whatDissemination to other agencies can be very effective in creating goodwill as well as combating crime

12. Consider the CycleRe-evaluationReturn to cycleDid the analytical product pass the “so-what” test? How can it be improved?Did the tactics and strategies to address the problem, employed by the decision-maker as a result of the analysis, work?Do we need to modify our actions?What else do we need to know?Did we find a new problem?The cycle usually involves going backwards and forward over and over againAnalytical products should be updated and trackedTactics and strategies put into place as a result of the analysis should be trackedNew problems will arise and should be addressed

13. ILP for Local LE “The second layer is local law enforcement. And if you go out one ring from individuals and the private sector, you have 780,000 law enforcement officials across 18,000 state, local and tribal law enforcement agencies. Let me just say those numbers again: 780,000 across 18,000 departments. These men and women play an absolutely critical role, because they are the ones that can act on information they receive from individuals in the community, from their own observations, or from the intelligence community itself. But the ability of state and local officials, as well as the private sector, to prepare for threats and to respond to a disaster is only as good as their ability to receive useful information, understand what it means and act upon it effectively. “Janet Napolitano, Secretary, U.S. Department of Homeland Security

14. Intelligence-led Policing Intelligence-led policing is a business model and managerial philosophy where data analysis and crime intelligence are pivotal to an objective, decision-making framework that facilitates crime and problem reduction, disruption and prevention through both strategic management and effective enforcement strategies that target prolific and serious offenders.Source: Ratcliffe, JH (2008) 'Intelligence-Led Policing' (Willan Publishing: Cullompton, Devon). The 3 i’s Cycle

15. Two Main StrategiesTargeting the 6%Problem AnalysisHow do we identify the 6% of criminals who commit 60% of crime ?How do we target the 6% of criminals who commit 60% of crime ?Example: Why are some drug “markets” in the same place for decades in your town?What works and doesn’t work in addressing chronic crime problems?

16. Laws of Intelligence#1 “The most reliable indicator of future criminal activity is current criminal activity.”#2 “Intelligence that does not influence a decision-maker is not intelligence.” (Ratcliffe 2009)

17. Tasking & CoordinationRecognizing that different levels of policing have differing missionsThe local intelligence requirement must address crime and disorder at the local levelThe regional intelligence requirement must address criminal activity that crosses jurisdictionsThe federal intelligence requirement is dependent on the mission of the particular agencyTasking analysts based on appropriate intelligence requirements is mandatory for ILPRecognizing the needs of various levels is often absent from ILP strategies in the US because they come from top down requirements

18. Understanding Analytical Techniques & Products

19. The Analytical Divide“Crime Analysis” focus“Intelligence Analysis” focusCrime incident analysis911 calls analysisStatistical analysisGeographic analysisMO analysisLocal focusAssociate analysisFinancial analysisCommunications analysisCommodities analysisThreat analysisState and federal focusWe need integration and collaboration for improved situational awareness…

20. Collaboration Isjoining together to make possible that which cannot be accomplished alone. That is, collaboration allows partners to reach an aspiration that would be impossible to achieve without each member of the team working toward the same end. It requires the partnership and the commitment of all members working toward a common goal to succeed. www.collaborativejustice.orgIt requires leadership and vision…

21. Collaboration is Not These ThingsNetworking is best described as exchanging information (i.e., agencies may meet to inform one another of their procedures, processes, restrictions, resources, and guidelines);

22. Coordinating involves making slight alterations to activities to accommodate the needs of another (i.e., one agency might change their hours so that they have staff available to receive referrals from another agency); and

23. Cooperating entails the sharing of resources (i.e., one agency may provide office space while another provides staff so that services can be co–located).Stages of ILP Development

24. Stage One: Reactive many police agencies are in this stage

25. run to calls, investigate, do your best

26. no analytical support

27. little understanding of the value of crime intelligence analysis random impact on the criminal environmentStage Two: Relies on Gut Feelingagencies with unsophisticated or inadequate analytical capacities

28. generally rely on traditional policing based on trusting past experiences at the gut feeling level

29. random impact on the criminal environmentStage Three: Develops the Individualagencies that allow individual officers and analysts the freedom to study problems and develop responses

30. supports creativity in problem-solving and long-term projects by select individuals

31. work is thus more isolated and limited by individual initiative and time/energy constraints

32. some targeted impact on criminal environment – not sustainedStage Four: Learns and Takes Riskshave engaged in some wide-spread problem oriented policing projects/grant-funded initiatives have developed some broad-based analytical capacities and learned from them continue to experiment with innovation on a limited basis, focused on a few problems analysts provide basic analytical products and support as needed impact on the criminal environment in a few areas, not sustained if funding ends/leadership changes

33. Stage Five: Identifies with Institutions implements Compstat and/or POP

34. meets regularly and analyze current crime problems tactically and/or specifically use of intelligence and crime analysis information embedded in the work, not often strategic more focus is on the immediate problems compared to the chronic problems analysis may be diluted by adherence to strictly defined procedures/missions recognized impact on criminal environment but still lack of strategic focus

35. Stage Six: Combines Logic and Intuition realizes the value of crime intelligence analysis, combining crime analysis with intelligence, quantitative information/qualitative information uses the street knowledge of officers and investigators, incorporates with analytical info analysis is a valued commodity to inform decision-making at the level of the working officer as well as the top decision-makers lasting short-term and long-term impact on the criminal environment

36. Stage Seven: Holistic and Adaptive Agencies develops intelligence with all relevant sources

37. forms and maintain strategic partnerships - shares

38. identifies/addresses chronic problems/worst offenders crime intel analysis central to decision-making

39. invest in quality & sufficient analytical staff – provide the technology and training needed analysts and decision-makers collaborate

40. significant impact to the criminal environment, short-term and long-term, collaborate in problem- solving with those outside the jurisdiction with shared crime and criminal problems

41. Fusion Centers are a Beginning “We've now moved three dozen intelligence analysts out to the field. In other words, as we build the fusion centers, we need to move analytic capacity from the Beltway to the country. So let's -- how this is used. And I'll take it out of the terrorism context for just a moment. That if a law enforcement agency reports an increase in drug seizures of a particular type, that is a data point. That's a piece of intelligence. But a whole range of agencies working together in a particular fusion center can analyze that trend to understand what it means, how it will affect particular neighborhoods, and whether it foretells something even larger on the horizon. “ Janet Napolitano, Secretary, U.S. Department of Homeland Security

42. The Future of Decision-MakingTomorrow’s police leaders will understand the potential of technology (Web 2.0)They won’t settle for I-don’t-knowThey will be more collaborativeThey will be more networkedThey won’t be leaders for another 10-20 yearsUntil then, the criminals will have the advantage – they are already connected, have hi-tech resources and the power to use them