The "Intelligence Led Policing" program reveals how local police share infromation with the Feds.
The purpose of this paper is to report on new experimentation with Intelligence-Led Policing (ILP) to arenas of crime and disorder and beyond terrorism. The Bureau of Justice Assistance, through a competitive grant program.
Innovation in policing has been characterized by leaders creatively applying ideas or principles from other disciplines to the policing enterprise. For example, the professional era of policing was born through former Berkley, California, police chief August Vollmer, who applied contemporary business management principles as well as ethical standards and a sense of professionalism to policing. His protégé, O.W. Wilson, expanded Vollmer‟s vision, particularly by applying management philosophy that was contemporary at the time, such as Frederick Winslow Taylor‟s The Principles of Scientific Management. Besides being a police leader, Mr. Wilson authored several policing books, the most widely used of which was Police Administration. Not only did Mr. Wilson solidify the professional model of policing, he also laid a solid foundation of thoughtful, empirically based police management and service delivery that was responsive to crime problems within the community.
Many experiments and innovations built on this foundation—inquiries into the wide array of police services by the President‟s Commission on Law Enforcement and Administration of Justice; the Police Foundation‟s wide array of research, particularly on police patrol; and the early research efforts by the predecessor to the Office of Justice Programs, the National Institute of Law Enforcement and Criminal Justice.
CompStat, led by former New York Police Commissioner (and former Los Angeles Police Chief) William Bratton. CompStat integrated many of the lessons learned from previous experimentation: a scientific analysis of crime problems, an emphasis on creative and sustained approaches to solving the crime problems, and strict management accountability. In many ways, CompStat introduced the era of smart policing.
Stimulated by the new law enforcement role in intelligence as a result of the 9/11 attacks, the concept of ILP emerged in the United States. With roots in the British National Intelligence Model, American ILP relies on analytically understanding multijurisdictional crime threats, developing a pathway toward solving the crime problems, and relying on proactive information sharing, both within the agency and externally with other law enforcement agencies, to maximize the number of law enforcement personnel who may identify indicators of threats and intervene. The lessons learned from police research, community policing, and CompStat provided important insight into how to shape American ILP.
Applying these concepts to pervasive crimes of violence, the Bureau of Justice Assistance14 (BJA) provided a solicitation for proposals for law enforcement agencies to develop initiatives to fight violence using ILP under the Targeting Violent Crime Initiative (TVCI). The case studies summarized in this publication illustrate how ILP can be used by law enforcement agencies of all sizes to deal with crime problems.
Collaboration—Information sharing and collaboration among various state, local, and federal agencies were an obvious factor in successful programs and quickly emerged as a major criterion for inclusion.
Aggressive information gathering, specific analysis, and structured classifications for mass “real-time” communication paths for “actionable intelligence dissemination” to all stakeholders in the area of operations.
The operational plan initiated by the Oregon Medford police dept. might be called total immersion in the community. Officers are expected to be community problem solvers, and everyone has an electronic list of community resources available to address virtually any problem encountered. (police are now in the propaganda business)
The Medford police dept. has created an information sharing environment that embraces collaboration with its community and regional law enforcement agencies. Specific problems have been addressed with special programs, some of which are unique. Tying it all together is the Tactical Information Unit, which serves as both a clearinghouse for information as well as a crime analysis unit.
School Resource Officers (SRO)—The pulse of the community can be easily gauged through contacts with the children. The police department assigns SROs to every school in the community on a full-time basis. Close contact with children, especially teenagers, allows officers to detect problems as they develop.
When all of these efforts are combined, the programs initiated by the Medford police dept. represent a total immersion of law enforcement and social services into the community. The commitment to community involvement and information sharing has produced an environment of cooperation between the police and their constituents rarely seen in contemporary society. Boasting approval ratings of well above 90 percent, coupled with clearance rates for all crimes in excess of 80 percent, the Medford Police dept. level of success is truly astounding.
Secure office space to serve as the intelligence center was obtained, an intelligence analyst was hired with BJA funds, an investigative deputy was assigned to the intelligence center, and all personnel—including the Sheriff and Chief Deputy—attended both BJA- and U.S. Department of Homeland Security (DHS)-funded intelligence training. Critical to the success of this effort was buy-in from not only the sheriff‟s deputies but also the chiefs of police and officers in Claxton and Hagan. The support and participation of the agencies were gained surprisingly fast because the intelligence center provided useful information quickly and consistently.
Multiagency investigative efforts—In particular, a partnership with the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF) served an important role for investigating and prosecuting offenders on gun law violations. Moreover, ATF provided lab support for DNA comparisons. Local law enforcement, the Florida Department of Law Enforcement (FDLE), and federal agencies beyond the ATF bought into the concept and participated with both personnel and resources. It must be stressed that while the sheriff‟s office is the lead agency, this is a true collaborative effort with a high level of commitment by participating agencies.
The National Criminal Intelligence Sharing Plan recommends that every law enforcement agency, regardless of size, develop an intelligence capacity. The Evans County Sheriff‟s Office took this recommendation to heart and demonstrated that ILP could be effectively implemented in a small, rural law enforcement agency.
https://www.bja.gov/Publications/ReducingCrimeThroughILP.pdf
The National Criminal Intelligence Sharing Plan:
http://www.it.ojp.gov/documents/ncisp/National_Criminal_Intelligence_Sharing_Plan.pdf