This document provides an introduction and overview of the concept of "zero-tolerance policing". It discusses how the term is misleading as it does not actually refer to intolerance, but rather confidence in law enforcement. Zero-tolerance policing aims to curb low-level, quality-of-life offenses in order to prevent more serious crime. It emphasizes effective but restrained policing of minor infractions in order to establish security and order. The introduction examines examples of zero-tolerance policing from the past and discusses its goals of preventing disorderly behavior and petty crime from escalating. It also addresses criticisms of the approach.
GIS aids crime analysis by identifying patterns and trends, supporting intelligence-led policing strategies, and integrating diverse data sources. It enhances crime analysis by highlighting suspicious incidents, supporting cross-jurisdictional pattern analysis, and educating the public. GIS provides tools to capture crime series, forecast crime, and optimize resource allocation to reduce crime and disorder.
This document discusses how geospatial insight, or the analysis of location-based data, can be used to transform the public sector. It begins by providing background on the history of maps and geospatial data collection. Next, it outlines key drivers for increased adoption of geospatial analytics, including advances in hardware, software, data collection, and public familiarity with maps. The document then discusses how geospatial insight can be used to increase efficiency and cost savings, improve service quality and effectiveness, engage the public, and enable collaboration. Examples are provided of local governments optimizing bus routes to save money or better matching housing to residents' needs. Overall, the document argues geospatial analytics is an underutilized tool that can help public organizations
John Deighton discusses the ongoing publishing revolution and how business methods are evolving with new social and mobile platforms, while fundamental aspects of human nature remain the same. He describes how Demand Media uses algorithms to determine what content to publish based on search queries and social media discussions in order to maximize advertising revenue. While "useful" content benefits from search engine optimization, "fun" content spreads virally across social networks. Cheezburger.com crowdsources content from visitors while revenue comes from advertising. Gawker Media's audience research is driven by data from its sites and social media to determine what topics people engage with.
This document discusses the dilemma of using social media for intelligence purposes. On one hand, social media intelligence (SOCMINT) could help keep the public safe by identifying threats. However, national security also depends on public support, and social media challenges conceptions of privacy and consent. SOCMINT does not fit easily into current legal frameworks and raises issues about privacy, surveillance, and how data is accessed and used. The paper argues for establishing ethical principles and reviewing legislation to ensure any SOCMINT use is legitimate, proportional, and has public support.
The document discusses the legal and regulatory issues utilities may face when engaging in social media. It provides an overview of how utilities are currently using social media, such as for crisis communication and customer education. The article then analyzes various legal issues utilities should consider as an employer, business entity, and regulated industry when using social media. It concludes by recommending best practices for utilities to develop social media policies that reduce risks.
This study examines how emotional content and characteristics influence the virality and sharing of online content. Specifically:
1) The researchers analyzed almost 7,000 New York Times articles to see which made the "most e-mailed" list, controlling for other factors like prominence.
2) They found positive content is generally more viral than negative. However, arousal level also influences sharing - high-arousal emotions like anger or awe increase virality, while low-arousal emotions like sadness decrease it.
3) Follow-up lab experiments directly manipulated emotions to confirm arousal impacts social transmission. Content that induces more physiological activation is more likely to be shared with others.
This document discusses the opportunities and challenges of using social media for public safety purposes. It begins with an overview of how social media has evolved intelligence collection from a traditional production focus to a contemporary emphasis on collaboration and crowd-sourcing. The document then provides examples of how social media has been used for intelligence gathering during crises as well as case studies on leveraging public support. It concludes by discussing collaborative tools for information sharing and risks around security, accuracy, and analyzing high volumes of social media data.
This document discusses how organizations can leverage collective intelligence, which is defined as the aggregated knowledge, insights, and expertise of individuals both inside and outside the organization. It provides three key findings on successful collective intelligence efforts: 1) addressing sources of resistance such as operational challenges and perceived loss of control, 2) integrating collective intelligence into the work environment both technologically and culturally, and 3) acting on insights discovered and communicating value to stakeholders. The document also discusses four approaches organizations can use to apply collective intelligence: discovering new ideas, augmenting skills and distributing work, improving forecasting, and identifying new opportunities. It provides examples of how companies such as The Economist, Coach, Citi, El Paso Exploration & Production, and IBM
This document provides background information on social media and issues related to its use by law enforcement agencies. It discusses how social media can be used for investigations, community outreach, and information sharing. However, it also notes legal issues surrounding privacy and free speech that departments must consider when developing social media policies to regulate employee usage and official department use. The document aims to educate law enforcement executives on developing appropriate social media policies and guidelines.
This document provides guidance on developing a listening strategy for law enforcement agencies to monitor online conversations. It recommends setting goals for monitoring, deciding where to search like specific social media platforms or websites, and determining topics of interest to search for like the agency name. Several free online tools are described that can help with monitoring, including Google Alerts, Twitter search, and RSS feeds. The purpose of listening online is to gain situational awareness, understand community perspectives, and correct misinformation.
The International Association of Chiefs of Police and Bureau of Justice Assistance provide guidance on increasing social media presence for law enforcement agencies. They recommend having a strategy and goals before launching accounts, promoting accounts on websites and printed materials, and regularly engaging with communities by answering questions, sharing content, and asking for feedback and investigative help. Building partnerships with other organizations can also help maximize outreach. The IACP has additional resources available online or by request to help agencies enhance their social media strategies.
The document summarizes the results of a 2011 survey conducted by the IACP on law enforcement's use of social media. Over 800 law enforcement agencies from 49 states responded. Key findings include: 88% of agencies surveyed use social media, most commonly for criminal investigations; 57.9% of non-users plan to adopt it; and 48.6% have a social media policy, while 22.1% are developing one. Resource constraints were the top barrier for non-users.
This document is the table of contents for Volume 73, Number 3 of the RCMP Gazette from 2011. The cover section focuses on how social media and new technologies are changing the relationship between police and media. It includes articles on the RCMP's use of social media, how data mining online can help investigations, and how television shows influence public perceptions of police work. Other articles discuss education-based discipline for officers and using earthquake analysis principles to prevent crimes.
This document provides an introduction and overview of the concept of "zero-tolerance policing". It discusses how the term is misleading as it does not actually refer to intolerance, but rather confidence in law enforcement. Zero-tolerance policing aims to curb low-level, quality-of-life offenses in order to prevent more serious crime. It emphasizes effective but restrained policing of minor infractions in order to establish security and order. The introduction examines examples of zero-tolerance policing from the past and discusses its goals of preventing disorderly behavior and petty crime from escalating. It also addresses criticisms of the approach.
GIS aids crime analysis by identifying patterns and trends, supporting intelligence-led policing strategies, and integrating diverse data sources. It enhances crime analysis by highlighting suspicious incidents, supporting cross-jurisdictional pattern analysis, and educating the public. GIS provides tools to capture crime series, forecast crime, and optimize resource allocation to reduce crime and disorder.
This document discusses how geospatial insight, or the analysis of location-based data, can be used to transform the public sector. It begins by providing background on the history of maps and geospatial data collection. Next, it outlines key drivers for increased adoption of geospatial analytics, including advances in hardware, software, data collection, and public familiarity with maps. The document then discusses how geospatial insight can be used to increase efficiency and cost savings, improve service quality and effectiveness, engage the public, and enable collaboration. Examples are provided of local governments optimizing bus routes to save money or better matching housing to residents' needs. Overall, the document argues geospatial analytics is an underutilized tool that can help public organizations
John Deighton discusses the ongoing publishing revolution and how business methods are evolving with new social and mobile platforms, while fundamental aspects of human nature remain the same. He describes how Demand Media uses algorithms to determine what content to publish based on search queries and social media discussions in order to maximize advertising revenue. While "useful" content benefits from search engine optimization, "fun" content spreads virally across social networks. Cheezburger.com crowdsources content from visitors while revenue comes from advertising. Gawker Media's audience research is driven by data from its sites and social media to determine what topics people engage with.
This document discusses the dilemma of using social media for intelligence purposes. On one hand, social media intelligence (SOCMINT) could help keep the public safe by identifying threats. However, national security also depends on public support, and social media challenges conceptions of privacy and consent. SOCMINT does not fit easily into current legal frameworks and raises issues about privacy, surveillance, and how data is accessed and used. The paper argues for establishing ethical principles and reviewing legislation to ensure any SOCMINT use is legitimate, proportional, and has public support.
The document discusses the legal and regulatory issues utilities may face when engaging in social media. It provides an overview of how utilities are currently using social media, such as for crisis communication and customer education. The article then analyzes various legal issues utilities should consider as an employer, business entity, and regulated industry when using social media. It concludes by recommending best practices for utilities to develop social media policies that reduce risks.
This study examines how emotional content and characteristics influence the virality and sharing of online content. Specifically:
1) The researchers analyzed almost 7,000 New York Times articles to see which made the "most e-mailed" list, controlling for other factors like prominence.
2) They found positive content is generally more viral than negative. However, arousal level also influences sharing - high-arousal emotions like anger or awe increase virality, while low-arousal emotions like sadness decrease it.
3) Follow-up lab experiments directly manipulated emotions to confirm arousal impacts social transmission. Content that induces more physiological activation is more likely to be shared with others.
This document discusses the opportunities and challenges of using social media for public safety purposes. It begins with an overview of how social media has evolved intelligence collection from a traditional production focus to a contemporary emphasis on collaboration and crowd-sourcing. The document then provides examples of how social media has been used for intelligence gathering during crises as well as case studies on leveraging public support. It concludes by discussing collaborative tools for information sharing and risks around security, accuracy, and analyzing high volumes of social media data.
This document discusses how organizations can leverage collective intelligence, which is defined as the aggregated knowledge, insights, and expertise of individuals both inside and outside the organization. It provides three key findings on successful collective intelligence efforts: 1) addressing sources of resistance such as operational challenges and perceived loss of control, 2) integrating collective intelligence into the work environment both technologically and culturally, and 3) acting on insights discovered and communicating value to stakeholders. The document also discusses four approaches organizations can use to apply collective intelligence: discovering new ideas, augmenting skills and distributing work, improving forecasting, and identifying new opportunities. It provides examples of how companies such as The Economist, Coach, Citi, El Paso Exploration & Production, and IBM
This document provides background information on social media and issues related to its use by law enforcement agencies. It discusses how social media can be used for investigations, community outreach, and information sharing. However, it also notes legal issues surrounding privacy and free speech that departments must consider when developing social media policies to regulate employee usage and official department use. The document aims to educate law enforcement executives on developing appropriate social media policies and guidelines.
This document provides guidance on developing a listening strategy for law enforcement agencies to monitor online conversations. It recommends setting goals for monitoring, deciding where to search like specific social media platforms or websites, and determining topics of interest to search for like the agency name. Several free online tools are described that can help with monitoring, including Google Alerts, Twitter search, and RSS feeds. The purpose of listening online is to gain situational awareness, understand community perspectives, and correct misinformation.
The International Association of Chiefs of Police and Bureau of Justice Assistance provide guidance on increasing social media presence for law enforcement agencies. They recommend having a strategy and goals before launching accounts, promoting accounts on websites and printed materials, and regularly engaging with communities by answering questions, sharing content, and asking for feedback and investigative help. Building partnerships with other organizations can also help maximize outreach. The IACP has additional resources available online or by request to help agencies enhance their social media strategies.
The document summarizes the results of a 2011 survey conducted by the IACP on law enforcement's use of social media. Over 800 law enforcement agencies from 49 states responded. Key findings include: 88% of agencies surveyed use social media, most commonly for criminal investigations; 57.9% of non-users plan to adopt it; and 48.6% have a social media policy, while 22.1% are developing one. Resource constraints were the top barrier for non-users.
This document is the table of contents for Volume 73, Number 3 of the RCMP Gazette from 2011. The cover section focuses on how social media and new technologies are changing the relationship between police and media. It includes articles on the RCMP's use of social media, how data mining online can help investigations, and how television shows influence public perceptions of police work. Other articles discuss education-based discipline for officers and using earthquake analysis principles to prevent crimes.
1. Landelijke politie 2011
GR
Datum
S. Wubbels, beleidsondersteuning DNW, bron: brief van minister Opstelten 14-12-2010
2. Brief minister Opstelten 14-12-2010
• Aankondiging Nationale Politie in regeerakkoord, via wijziging wetsvoorstel
– meer ruimte voor de professional
– minder bureaucratie
– minder bestuurlijke drukte
– veiliger leefomgeving
– effectievere opsporing
• Veiligheid van de burgers en het werk van de agenten staat centraal
– de politie moet daartoe zo dicht mogelijk bij de burger staan
• Lokale inbedding
– de bm blijft verantwoordelijk voor handhaving O.O. en hulpverlening
– de OvJ blijft de politie aansturen in strafrechtelijke handhaving en taken Justitie
Datum
beleidsondersteuning DNW 2011
3. Lokale inbedding
• Lokale driehoek tussen de bm, de OvJ en het hoofd territoriale eenheid
– gaat over de taakuitvoering en het beleid van de politie
– gaat over afspraken inzet politie op lokaal niveau
• de bm aan de hand van het Integraal Veiligheidsplan
• de bm kan met het OM afspraken maken over strafrechtelijke handhaving lokaal
– lokale gezagsdragers krijgen zwaarwegende invloed op de benoeming unitchef
• Versterking positie gemeenteraad
– de bm legt verantwoording af aan de gemeenteraad over uitoefening van zijn gezag over
de politie
– de gemeenteraad wordt gehoord over het ontwerp beleidsplan op regionaal niveau
Datum
beleidsondersteuning DNW 2011
4. Landelijke veranderingen
• Eén landelijk korps onder verantwoording minister van Veiligheid/Justitie
– meer professionaliteit en doelmatigheid en vermindering kwetsbaarheid spec. taken
• Tien regionale eenheden en één landelijke eenheid
– landelijke eenheid voor:
• nationale recherche, bovenregionale teams
• voor ondersteuning als ICT, inkoop, personeel en huisvesting (voor meer efficiency)
• Grenzen 10 regionale eenheden congruent aan gerechtelijke kaart
– leidt tot robuuste werkeenheden en vereenvoudiging samenwerking justitiele keten
• Buitengrenzen 25 veiligheidsregio’s congruent met 10 regionale eenheden
– nationale politie blijft bijdrage leveren aan haar taken in de veiligheidsregio’s
– indeling regionale eenheden in districten volgens grenzen veiligheidsregio’s
Datum
beleidsondersteuning DNW 2011
6. Eén korpschef
• Eén korpschef, boegbeeld landelijk korps
– belast met leiding en beheer
– staat hiarchisch onder de minister en boven de regionale/landelijke eenheden
– ondersteund door een korpsleiding
• Regionale korpsbeheerders / regionale (beheer)college zijn overbodig
– nationale politie kent op regionaal niveau geen eigen bevoegdheden
– regionale prioriteiten zijn gebaseerd op lokale prioriteiten uit het Integraal Veiligheidplan
– de bm’s in de regionale eenheid
• gaan met de Hoofd OvJ eenmaal in de vier jaar een beleidsplan en jaarlijks een
jaarverslag samenstellen voor de regionale eenheid, met afspraken over doelstellingen
en prioriteiten en verdeling van (onderdelen van de) regionale politiesterkte
• gaan het concept voorleggen aan de gemeenteraad (lokale inbedding nationale politie)
Datum
beleidsondersteuning DNW 2011
7. Regioburgemeester
• De regiobm is de bm van de gemeente met hoogste aantal inwoners
• Bij geschil over politiecapaciteit, stelt de regiobm het regionaal beleidsplan
vast
– bezwaar van de bm hiertegen is mogelijk bij de minister
– bezwaar van Hoofd OvJ is mogelijk bij college PG’s
• De regiobm en de Hoofd OvJ geven advies in benoeming unitchef
– hiertoe hoort de regiobm de bm van de betreffende gemeente(s)
Datum
beleidsondersteuning DNW 2011
8. Landelijk
• Verbinding lokaal gezag en centraal beheer
– door periodiek overleg tussen minister, korpschef, regiobm’s en voorzitter college PG’s
– over taakuitvoering (verdeling sterkte) en beheer
– over landelijke beleidsdoelstellingen (maatschappelijke veiligheidsproblemen) en lokaal
politiebeleid
• Wijzingen NPA komen later bij wijzigingen inrichting politieonderwijs
• Akkoord transitieperiode
– afspraken met de korpsbeheerders over verdeling verantwoordelijkheden en maatregelen
in transitiefase ter voorbereiding nationale politie (bijv ICT)
• Budget aanpassing volgens het regeerakkoord
– daling fte uit vorig kabinet is ongedaan gemaakt, echter de totale fte blijft hetzelfde,
ondanks de beloofde 3000 extra, waarvan 500 animalcops
totale sterkte nationale politie wordt 49.500 fte
Datum
9. Verhoging inzetbaarheid en productiviteit
• Volumegroei nationale politie naar grootste formatieve sterkte ooit
• Verhoging inzetbaarheid en productiviteit door:
– vergroten vakmanschap en professionele ruimte individuele agent
– aanvallen bureaucratie (zie rapport tijdsbesteding wijkagenten)
– beter aangifteproces, aangifte als belangrijkste contactmoment
– burgers moeten kunnen volgen wat er met hun aangifte gebeurt
– belemmeringen wegnemen op gebied van ATW: meer blauw op straat
• Terugdringen overhead met 25%
• Verdeling politiesterkte (verschuiving van Randstad naar rest vh land)
• Offensief tegen georganiseerde criminaliteit
– fraude, witwassen, cybercrime, overvallen, crimineel vermogen
vaststellen landelijke prioriteiten, i.s.m.
korpsbeheerders en College PG’s
Datum in begin 2011