Smart policing emphasizes using data and analytics to improve policing strategies, making them more effective, efficient and economical through partnerships between law enforcement and researchers. The Smart Policing Initiative funds local police agencies to design and test evidence-based, data-driven approaches to address various crime problems. These agencies employ intelligence-led policing, problem-oriented policing, and predictive analytics to tackle issues like street crime, drug abuse, and traffic safety.

2. • Smart policing represents a paradigm in American policing
that emphasizes the importance of crime reduction, as well as
promotes improvement of the evidence base for policing. Smart
policing uses data and analytics, including improving analysis,
performance measurement, and evaluation research; improving
efficiency; and encouraging innovation (Coldren, Huntoon, &
Medaris, 2013, p. 275).
http://www.smartpolicinginitiative.com/october-2011-
spi-website-update

3. • The SPI is a U.S. Department of Justice, Bureau of Justice Assistance (BJA) – funded initiative
that is focused on creating and testing evidence-based, data-driven law enforcement strategies
that are effective, efficient, as well as economical. Working with research partners, police agencies
nationwide use smart policing to address a wide array of crime problems, including street
robberies, homicides, traffic crashes and fatalities, prescription drug abuse, repeat violent
offenders, victimization of immigrants, neighborhood drug markets, burglary, as well as quality-
of-life issues (Elliot, 2014).
• Law enforcement agencies are
tackling these crime problems by
using various crime-fighting
strategies such as intelligence-led
policing, problem-oriented policing,
community policing, focused
deterrence, place-based policing,
social network analysis, and
predictive analytics (Elliot, 2014).

4. • SPI is locally driven. The Bureau of Justice Assistance (BJA) and the Justice
Department do not require that local Smart Policing Initiatives (SPIs) follow any
particular approach to crime control; the expectation is that thorough analysis
and integration of the research partner will influence the approaches taken
(Coldren, Huntoon, & Medaris, 2013, p. 278).
• SPI is multidimensional. Local sites have the ability to design multifaceted
approaches to the problems identified through analysis; one-dimensional
approaches are probably indicative of weak analysis (Coldren, Huntoon, &
Medaris, 2013, p. 278).
• SPI always looks for innovative ways to improve and get better. SPI-funded
agencies, have the ability to utilize, develop, and test new approaches to crime
prevention and crime control, new applications of existing approaches, or
applications of existing evidence-based approaches that have not been
implemented previously in the funded jurisdiction (Coldren, Huntoon, & Medaris,
2013, p. 278).

6. Problem-
Solving
Model
Scanning
Analysis
Response
Assessment

7. • Several SPI sites have begun implementing initiatives with a strong predictive-
analytic approach. Other SPI initiatives have started to put together elements of
intelligence-led policing, or have implemented strategies to move their entire agency
toward a model of intelligence-led policing (Coldren, Huntoon, & Medaris, 2013, p.
282).
• Some of the other advances in intelligence-led policing consist of technological
approaches that improve police operations, with such pieces of technology consisting
of strategic use of surveillance cameras, enhanced predictive and analytic
capabilities, enhancements to “real-time crime centers,” as well as several SPI sites
implementing the DDACTS (Data-Driven Approaches to Crime and Traffics Safety
strategy (Coldren, Huntoon, & Medaris, 2013, p. 281-282).
• It is important to remember that that SPIs do not provide any model or approach;
rather, it emphasizes the importance of in-depth problem analysis and definition
(with presumably, the aid of a research partner) to help support the selection and
combination of various approaches to SPI sites (Coldren, Huntoon, & Medaris,
2013, p. 282).

8. Criminal
Environment
Decision
Maker
Intelligence
Analysis
Interpret Impact
Model by Professor &
Author
Jerry Ratcliffe
http://www.spillman.com/blo
g/2012/04/meeting-21st-
century-challenges-through-
intelligence-led-policing/
“Intelligence-led policing is the process of using statistical information to make strategic decisions.
You are problem solving, not just out there waiting for the phone to ring.”
Former Logan, Utah police chief Rich Hendricks

9. • When academics and police executives get together for the purposes of reducing crime in
communities, the results help citizens greatly. As Professor Anthony Braga, who was an
embedded criminologist with the Boston Police Department from 2007-2013, explains,
“Embedded criminologists maintain their scientific objectivity and independence in carrying
out scientific inquiries within police departments” (Braga, 2013, p. 2). He also explains that
embedded criminologists play an important part in a police organization by collaborating
on the development of programs, through problem analysis and evaluation research and by
interjecting scientific evidence into policy conversations to guide police executive decision
making (2013, p. 2).
• Overall, an embedded criminologist has the potential to enhance the capability of police
departments to understand the nature of ongoing crime problems and design innovative
programs to prevent crime problems from occurring in the community (Braga, 2013, p. 16).
• “For criminologists, the personal rewards of engaging work that directly
influences practice and helps address long-standing societal problems are
substantial.” –Professor Anthony Braga

10. 1) Bound the problem and find the specific criminogenic problem(s) to be discussed, using data to find
out the nature and extent of the problem (Rickman, Stewart, & Dimitrov, 2012, pp. 5-6).
2) Determine realistic expectations with regards to what can be achieved both in the short and long term
(Rickman, Stewart, & Dimitrov, 2012, pp. 5-6).
3) Identify internal and external partners who can play a role in finding out who can play a role in
addressing the problem (Rickman, Stewart, & Dimitrov, 2012, pp. 5-6).
4) Look over evidence-based practices and promising innovations that relate to the targeted
criminogenic problem (Rickman, Stewart, & Dimitrov, 2012, pp. 5-6).
5) Find out how data analysis, analytical tools, and new technology (advanced DNA analysis, surveillance
, GPS, etc.) could be used in cost-effective ways to address the problem (Rickman, Stewart, & Dimitrov,
2012, pp. 5-6).
6) Design and implement a mitigation strategy which leverages information gathered in steps 4 and 5.
Leverage partners and collaboratives when designing and implementing the mitigation strategy
(Rickman, Stewart, & Dimitrov, 2012, pp. 5-6).
7) Identify performance metrics, watch for progress in putting together the mitigation strategy, and
execute procedures for ongoing assessment of the impact (Rickman, Stewart, & Dimitrov, 2012, pp. 5-6).

11. • Pullman, Washington SPI is using fixed safety cameras to deter criminal
behavior, increase investigations or previous unrecorded crimes, and
enhance clearance rates for reported crimes (Elliot, 2014).
• The Reno, Nevada SPI recently completed project combated prescription
drug abuse using a prevention and intervention strategy that involved
many nontraditional partners in the public and medical communities
(Elliot, 2014).
• Analysis is now more data driven because of improved data collection and
analytical tools (Rickman, Stewart, & Dimitrov, 2012, p. 4).
• Collaborative-and technology-enabling approaches that focus on
controlling and/or reducing police costs are now available and necessary
(Rickman, Stewart, & Dimitrov, 2012, p. 4).

12. • Look beyond typical police and public safety approaches. Show interest in the problem as a
whole, not just from a policing perspective, but also from economic (cost-benefit),
community, as well as public health perspectives (Elliot, 2014).
• Communicate early and often. When trying to put together new principles and strategies,
create a compelling pitch that can be shared from the start of the initiative and delivered to
diverse audiences. Be sure to listen, add value, and be a trusted partner (Elliot, 2014).
• Inform, consult, coordinate, and partner. To build relationships that are effective, facilitate
communication and sharing through face-to-face meetings, focus groups, surveys, social
media, email blasts, or open meetings (Elliot, 2014).
• Be consistent. Some partnerships are sensitive and fragile, so it is vital to show continuous
commitment to the efforts, especially beyond the initial project or grant funding (Elliot,
2014).
Agencies that embellish the spirit of smart policing are heavily reliant in analysis to understand
problems and evaluate interventions , as well as partnerships to enhance their intervention strategies.
Local government managers can take away these lessons learned from SPI agencies when deciding on
a collaboration and data-driven process (Elliot, 2014). These are just a few suggestions:

14. http://gcn.com/articles/2013/06/19/augmented-reality.aspx
http://dupres
s.com/article
s/augmented
-
government-
video/

15. • Braga, A.A. (2013 December). Embedded criminologists in police departments. Ideas in American
Policing. 17, pp. 1-20. Received 1 January. 2015.
• Budel, R.; Cleverly, M; Kadachnikov, N; Reiners, J. (2012 February). The value of smarter public
safety and security: Reducing threats, increasing efficiency, delivering prosperity. pp. 1-16. Received:
24 August. 2014.
• Coldren J.R. Jr.; Huntoon, A; Medaris, M. (2013). Introducing smart policing: Foundations,
principles, and practice. Police Quarterly. 16 (3), pp. 275-286. Received: 1 January. 2015.
• Doolin, C; Holden, A.; Zinsou, V; Veluz, V. (2013). (video) Augmented government. Deloitte University
Press. Received: 5 October. 2014.
• Elliott, V. (2014 October). Thinking “smart” about 21st century policing. Public Management. 96 (9).
pp. 7-11. Received: 12 October. 2014.
• Lenio, L. (27 April 2012). Meeting 21st century challenges through intelligence-led policing.
Spillman.com. Received: 3 January. 2015.
• Rickman, S; Stewart, J.C.; Dimitrov, E. (9 January 2012). Smart policing: Addressing the twenty-first
century need for a new paradigm in policing. CNA. pp. 1-11. Received: 29 December. 2014.

16. MEMBER: